Inclusive leadership in social work and social care

Abstract

This is a post-peer review, pre-copy edited version of an extract from the above book. Details of the definitive published version and how to purchase the full work are available on the publisher's website: https://policy. bristoluniversitypress.co.uk/inclusive-leadership-in-social-work-and-socialcare This document was downloaded from https://openair.rgu.ac.ukInclusive leadership in social work and social care.

Lessons from abroad: Rebalancing accountability and pedagogy in the Irish social care sector through the use of effective leadership

“…This reflective and relationship-based practice should be embraced by social care managers (Munro, 2010) and can be achieved through effective leadership. There are many debates about the nature and style of leadership, its definition and its impact within the social professions (Hafford-Letchfield et al, 2014). Thus, there is a strong case to be made for the use of a combination of leadership approaches (transformational, situational and shared) along with pedagogical leadership in social care practice in Ireland.…”

“…Current observation suggests that common leadership practice in health and education in the UK and Ireland is of a transactional nature (Hafford-Letchfield et al, 2014). Transactional leadership is an approach that capitalises on stability and has a strong hold on maintaining the status quo and steering the way ahead (HaffordLetchfield et al, 2014).…”

“…Such leaders will put the group needs first, by connecting the team's identity with the organisation's identity. These leaders are said to provide an inspirational role based on trust, admiration, loyalty and respect from the team, who are in turn willing to commit as a direct result of the leader's capacity for emotionally intelligent behaviour (Hafford-Letchfield et al, 2014). Lynch et al (2011) suggest that leaders need to work with their teams to develop a shared vision for person-centredness.…”

“…Transactional leadership is an approach that capitalises on stability and has a strong hold on maintaining the status quo and steering the way ahead (HaffordLetchfield et al, 2014). Such leaders are therefore forced into procedures such as increasing the efficiency of established routines and procedures concerned with establishing and standardising practices that will help the organisation reach maturity, productivity and efficiency (Hafford-Letchfield et al, 2014).…”

Using art to illuminate social workers’ stress

“…Systemic issues such as lack of autonomy, role conflict, clashes of job demands and values, and a lack of ability to use professional knowledge, all provide additional sources of occupational stress for 3 social workers (Munro, 2011). Structural inequalities combined with a harsh managerialist agenda which values technical performance and informational meritocracy over investment in quality within care relationships can also have an adverse impact on service users (Hafford-Letchfield, Lambley, Spolander & Cocker, 2014).…”