Identifying and Comparing Competencies for Social Work Management II

Menefee, David

doi:10.1300/j147v22n04_04

Cited by 16 publications

(11 citation statements)

References 6 publications

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“…Similarly, Wimpfheimer (2004) mentions practices such as advocacy, governance and planning as important for social work leaders. Other researchers cite adaptive leadership traits as creating a vision (Holosko 2009) and having a boundary-spanning work function (Menefee 1998). Rank and Hutchison (2000) interviewed social work managers who noted the importance of maintaining the profession's reputation, a dedication to ethical standards and altruism.…”

Section: Adaptive Managersmentioning

confidence: 99%

“…Empirical research that can be identified with enabling leadership practices in social work concentrates on the importance of interpersonal relations and collaboration (Beddoe, Davys, and Adamson 2014;Menefee 1998;Menefee and Thompson 1994) as well as distributed leadership (De Gibaja 2001) and enabling dialogue among social workers (Leung 2009). These interpersonal practices include supervision (Beddoe, Davys, andAdamson 2014), relationship-building (De Gibaja 2001) and motivation and support (Gellis 2001;York 1996).…”

Section: [Table 3 Near Here]mentioning

confidence: 99%

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Leading for better outcomes: social work as knowledge work

Rønningstad

2018

Nordic Social Work Research

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This article explores how leadership practices have the potential to improve decisions and outcomes in social work. Through a literature review, the article identifies social work managers' use of adaptive, administrative and enabling leadership functions and how such functions can aid social workers' performance. The findings indicate that enabling leadership practices are the most prevalent in aiding social workers' performance. In addition, an increasing amount of administrative practices may limit managers' ability to balance the three leadership functions properly, reducing the positive effect of leadership on outcomes. The article concludes with identifying key knowledge gaps to be considered for future research on leadership in social work.

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Section: Adaptive Managersmentioning

confidence: 99%

Section: [Table 3 Near Here]mentioning

confidence: 99%

Leading for better outcomes: social work as knowledge work

Rønningstad

2018

Nordic Social Work Research

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“…These administrative consequences of privatization and performance contracting can be understood through existing conceptual lenses that organize the major functions of social service administration. In particular, privatization and performance contracting appear to require administrators to devote increased attention to boundary spanning activities involving coordination of strategic efforts within and across key departments and agencies (Frahm & Martin, 2009;Menefee, 1998;Menefee & Thompson, 1994). Coordination and collaboration have a long scholarly history within administrative practice in public organizations (Agranoff & McGuire, 2001;Milward & Provan, 2000), nonprofit agencies (Smith & Lipsky, 1993), and the social service sector overall (Austin, 2002;Smith, 2010).…”

Section: Administrative Roles and Managerial Agency In Changing Contrmentioning

confidence: 99%

Privatization and Performance-Based Contracting in Child Welfare: Recent Trends and Implications for Social Service Administrators

Collins‐Camargo

McBeath

Ensign³

2011

Administration in Social Work

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Although social service privatization and performance contracting have increased over recent decades, there is a dearth of information concerning how public and private social service administrators manage performance contracts and develop collaborative relationships that promote desired client outcomes. The Quality Improvement Center on the Privatization of Child Welfare Services (QICPCW) was funded by the federal Children's Bureau to promote knowledge development regarding public/private contracting in child welfare. This article reports on results from interviews with a national sample of public agency administrators by the QICPCW regarding the scope and mechanisms of contracting in the child welfare sector. Results identify key administrative and agency practices that public and private agency administrators used to develop public/private collaborations and sustain effective cross-sector partnerships. Implications for social service administrative practice and research are identified.

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“…This transformation has forced managers to shift their attention away from interpersonal and technical skills focused primarily on internal operations and more towards skills aimed at aligning the organization with its external environment (i.e., strategic). In an effort to substantiate these findings, Menefee (1998) replicated his original study and found a "remarkable" level of consistency (p. 58). Some social welfare management researchers have disputed the assertions of Menefee and Thompson (1994).…”

Section: Literature Reviewmentioning

confidence: 69%

Mandatory Management Training for Newly Hired Child Welfare Supervisors

Msw

2004

Administration in Social Work

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Little scholarly attention has been directed at verifying whether the skills and competencies stressed in social welfare management training programs are consistent with the management literature. In this study, 31 state-sponsored management training programs for newly hired child welfare supervisors were assessed using Menefee and Thompson's (1994) 12 social work managerial dimensions. Research has suggested strategic, interpersonal, and technical skills and competencies are important for successful social welfare management. Most states, however, tended to ignore the strategic component in their management training programs. By discounting this aspect, states not only overlook the very factors that make social welfare management challenging, they potentially inhibit the practice effectiveness of their current supervisors and future managers.

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Identifying and Comparing Competencies for Social Work Management II

Cited by 16 publications

References 6 publications

Leading for better outcomes: social work as knowledge work

Leading for better outcomes: social work as knowledge work

Privatization and Performance-Based Contracting in Child Welfare: Recent Trends and Implications for Social Service Administrators

Mandatory Management Training for Newly Hired Child Welfare Supervisors

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