Social Work Leadership: A Missing Ingredient?

Brilliant, Eleanor

doi:10.1093/sw/31.5.325

Cited by 39 publications

(28 citation statements)

References 6 publications

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“…Brilliant (1986) emphasized the importance of leadership development for social workers in preparation for the work environment. In a survey of leaders in the NASW, the Council on Social Work Education (CSWE), and social work education programs, participants were asked to assess their perception of social work leadership.…”

Section: Administration In Social Workmentioning

confidence: 99%

Organizational Leadership and Its Impact On Social Workers' Job Satisfaction: A National Study

Elpers

Westhuis

2008

Administration in Social Work

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This article reports the results of a national study focusing on leader behavior and job satisfaction of BSW and MSW social workers employed in social service agencies. A stratified, systematic, randomly selected sample of 2,500 social workers who are members of NASW in the United States was surveyed through the use of a mailed questionnaire. The final sample was composed of 833 practicing MSW and BSW social workers.A key finding is that organizational leadership impacts job satisfaction. Academic programs need to expand their curricula to address leadership development and offer separate courses on leadership to prepare students for organizational leadership roles.

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Section: Administration In Social Workmentioning

confidence: 99%

Organizational Leadership and Its Impact On Social Workers' Job Satisfaction: A National Study

Elpers

Westhuis

2008

Administration in Social Work

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“…Despite the fact that leadership was a core concern of CSWE as indicated in its Strategic Plan 1998-2000, the National Association of Social Workers (NASW) sponsored the "Leadership Academy" from 1994 to 1997 and conducted annual leadership meetings on leadership development, Brilliant (1986) referred to leadership as essentially a "missing ingredient" in social work education and training. After reviewing its sporadic attention in the professional literature, she concluded it was essentially a "non-theme" in social work training and education.…”

Section: Social Work Leadershipmentioning

confidence: 99%

A Call for Field Coordination Leadership to Implement the Signature Pedagogy

Holosko

Skinner

2015

Journal of Human Behavior in the Social Environment

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This article presents an overview of how social work leadership skills can assist field coordinators to implement the signature pedagogy in their schools. Although this call has been made before, no other article has described specific planning steps to implement this initiative. This work fills a distinct void in the literature about this subject. The main assumptions are that (1) schools must adopt and clearly operationalize field education as their signature pedagogy and (2) field coordinators need to lead this initiative. We provide field coordinators and schools with recommendations about how to lead this important and necessary organizational paradigm shift. The article addresses social work leadership, developing a more field-centric curriculum to operationalize the signature pedagogy, shaping a school's culture to embrace this important and required initiative, and offers suggestions to proactively plan this process.

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“…As the profession has grappled with the meaning and application of advocacy, the concepts of ''social administration'' or ''management'' have also been challenged as inadequately reflecting the goals and purposes of the organizational practice of social workers (Brilliant, 1986;Bennis & Nanus, 1985;Mary, 2005). The term leadership has been used by some scholars to reflect the need for the profession to develop leaders to meet the unique challenges for human service delivery systems in the 21st century (Bailey & Uhly, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

“…This conceptualization of leadership made the specific link to advocacy and emphasized the need for social work administrators to move beyond management skills, to concepts such as vision, proaction, values, ethics, empowerment, and communication (Rank & Hutchison, 2000). The ideas nested within the conceptualization of social work leadership identify that not all managers may be leaders, and not all leaders, managers (Brilliant, 1986;Bennis & Nanus, 1985;Mary, 2005). However, most authors agree that management, administration, and leadership are linked.…”

Section: Literature Reviewmentioning

confidence: 99%