This book draws together the latest research on fundamental leadership issues in social care, discussing collaborative leadership and the importance of place-based development, exploring the key disciplines of supervision, management and leadership and examining the purpose of a learning framework for social care.
This book draws together the latest research on fundamental leadership issues in social care, discussing collaborative leadership and the importance of place-based development, exploring the key disciplines of supervision, management and leadership and examining the purpose of a learning framework for social care.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Zoë van Zwanenberg is Director of Zwan Consulting and Project Coordinator for the Centre for Confidence and Well-Being, Scotland. Zoë has held several management positions, specialising in human resources and people development, including Chief Executive of the Scottish Leadership Foundation, Head of Development at the Strategic Change Unit for the NHS in Scotland and Non-executive Director for the Centre for Confidence and Wellbeing.
Inhaltsangabe
Preface. Part I: Leadership of the Profession. Chapter 1. Leadership for 21st Century Social Work. Zoë van Zwanenberg Zwan Consulting Dunbar UK. Chapter 2. Practitioner Leadership ? How do we Realise the Potential Within. Harry Stevenson South Lanarkshire Council Hamilton UK. Chapter 3. Supervision Management and Leadership ? Think Piece. Kate Skinner Institute Of Research and Innovation in Social Services Dundee UK. Chapter 4. Leadership and Management ? Not Losing Sight of Both. Anne Cullen Exeter University UK. Part II: Leadership for Collaborative Advantage. Chapter 5. Doing Things Collaboratively ? Realising the Advantage or Succumbing to Inertia. Chris Huxham University Of Strathclyde Glasgow UK and Siv Vangen The Open University Business School Milton Keynes UK. Chapter 6. Leading Partnerships ? Learning from Study and Practice. Patrick Leonard Lancaster University Management School Cumbria UK. Chapter 7. The Work of Leadership in Formal Coalitions ? Embracing Paradox for Collaboration. Sonia Ospina Robert Wagner Institute New York USA and Angel Saz-Carranza ESADE Business School Ramon Llull University Spain. Chapter 8. Collaborative Leadership ?The Importance of Place-Based Development. Anne Murphy In Touch NV Amsterdam Holland. Part III ? Leadership Development. Chapter 9. Leadership and Learning ? the Purpose of a Continuing Learning Framework. Carole Wilkinson Scottish Social Services Council Dundee UK. Chapter 10. Social Work Leadership and Management Development ? Comparable Approaches. Rick Beinecke Suffolk University Business School Boston USA. Chapter 11. Lessons from Health Leadership. Graham Dickson Royal Roads University British Columbia Canada. Chapter 12. Learning from Current Trends in Leadership Development in Scotland. Dennis Tourish and Ashly Pinnington Robert Gordon University Aberdeen UK . Chapter 13. Leading Flourishing Organisations ? Lessons from Positive Psychology. Angus Skinner University of Strathclyde Glasgow UK. Index
Preface. Part I: Leadership of the Profession. Chapter 1. Leadership for 21st Century Social Work. Zoë van Zwanenberg Zwan Consulting Dunbar UK. Chapter 2. Practitioner Leadership ? How do we Realise the Potential Within. Harry Stevenson South Lanarkshire Council Hamilton UK. Chapter 3. Supervision Management and Leadership ? Think Piece. Kate Skinner Institute Of Research and Innovation in Social Services Dundee UK. Chapter 4. Leadership and Management ? Not Losing Sight of Both. Anne Cullen Exeter University UK. Part II: Leadership for Collaborative Advantage. Chapter 5. Doing Things Collaboratively ? Realising the Advantage or Succumbing to Inertia. Chris Huxham University Of Strathclyde Glasgow UK and Siv Vangen The Open University Business School Milton Keynes UK. Chapter 6. Leading Partnerships ? Learning from Study and Practice. Patrick Leonard Lancaster University Management School Cumbria UK. Chapter 7. The Work of Leadership in Formal Coalitions ? Embracing Paradox for Collaboration. Sonia Ospina Robert Wagner Institute New York USA and Angel Saz-Carranza ESADE Business School Ramon Llull University Spain. Chapter 8. Collaborative Leadership ?The Importance of Place-Based Development. Anne Murphy In Touch NV Amsterdam Holland. Part III ? Leadership Development. Chapter 9. Leadership and Learning ? the Purpose of a Continuing Learning Framework. Carole Wilkinson Scottish Social Services Council Dundee UK. Chapter 10. Social Work Leadership and Management Development ? Comparable Approaches. Rick Beinecke Suffolk University Business School Boston USA. Chapter 11. Lessons from Health Leadership. Graham Dickson Royal Roads University British Columbia Canada. Chapter 12. Learning from Current Trends in Leadership Development in Scotland. Dennis Tourish and Ashly Pinnington Robert Gordon University Aberdeen UK . Chapter 13. Leading Flourishing Organisations ? Lessons from Positive Psychology. Angus Skinner University of Strathclyde Glasgow UK. Index
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