Management and Leadership in Social Work

Feasibility in embedding charismatic leadership strategies into social work applications

“…Rofuth and Piepenbring (2020) informed that social workers need to explore concepts of leadership and management to gain competencies with philosophical underpinnings toward informing practice behaviors to manage adversity and mitigate different behavioral responses and personalities with clients and colleagues that may be needed as part of conflict resolution and negotiation skills. Some recommended occupational competencies for social workers, as well as other public administrators, by Rofuth and Piepenbring (2020), included abilities to find common ground with others to form positive relationships; having effective communication styles; inspiring internal and external confidence in others; possessing solid skills in emotional intelligence, self-awareness and self-mastery; and strategically disseminating information over accomplishments and needs. These competencies not only allow social workers to understand the nature of the client's conflict, whether biological, psychological, social or spiritual, but also examine the attitudes, beliefs and values of clients and systems (Barsky, 2017) and parallel processes of leadership and management constructs (Rofuth and Peipenbring, 2020).…”

Coaching and Social Work

“…Historically, the profession of coaching has been informed by the fields of business, management, higher education, leadership development, and organizational development. The theoretical bases of coaching draw from developmental psychology, adult learning theory, cognitivebehavioral theory, social systems thinking, and organizational development (Edelson, 2010;Hudson, 1999;Rofuth & Piepenbring, 2019; University of California, Davis [UCD], 2013; Williams, 2015). More recently, the field of implementation science has influenced and helped popularize coaching in social work-related fields.…”

“…Another helpful model is the Auerbach GOOD Model of Coaching (Goal, Options, Obstacles, Do), which builds on the GROW model with a strengths-based perspective (Auerbach, 2014). Coaching theories, methodologies and models like these are currently being used in social work settings today to support the performance and well-being of those being coached (Capacity Building Center for States, 2017;Rofuth & Piepenbring, 2019;UCD 2013). In addition, coaching is currently responding to the demand for support around hard and necessary conversations about diversity, equity, inclusion, and belonging (DEIB) in the workplace and adapting current methodologies and models to help build the capacity of individuals and organizations to respond accordingly (Wood, 2021).…”

“…NCWDDP provides coaching as part of a self-paced, guided study approach and includes a coaching toolkit in resources for child welfare supervisors (California Social Work Education Center, 2021). Rofuth and Piepenbring (2019) refer to coaching in social work settings in several significant ways. They introduce the coaching style of leadership, which can leverage "the kind of resonance that boosts performance" (Goleman et al, 2013, p. 53) and offer many examples of how leaders and managers can coach their managers and teams with beneficial results.…”

“…Pecora et al (2018) identify staff coaching by supervisors as key to building the capacity of child welfare staff to implement practice models and recommends more rigorous study of coaching to assess its effectiveness. Rofuth and Piepenbring (2019) identified management and social work education competencies that can guide agency leaders in the use of coaching to support the performance and professional development of employees and teams. Das et al (2021) assessed the viability of coaching with social work interns to support their learning in field and identified the processes and dynamics associated with coaching that affect the implementation of best practices by social work interns in a child and family services setting.…”