Leadership in Social Work (1)

Leadership in Social Work

Shannon Farley

Interviewees

▪ Samantha Hudson- Regional Anti-Human Trafficking Coordinator at the Salvation Army, MSW, LSW

▪ Sherene Gardner- School Counselor / Social Worker at Conger Elementary, MSW, LISW- S, LSSW

▪ Jim Rundle- Clinical Director at HelpLine of Delaware and Morrow Counties, Inc., MSW, LISW-S

What characteristics and actions define a leader in social work?

Sam Hudson

• Empathetic, ethical, understanding, knowledgeable and one with a vision

Sherene Gardner

• Flexible, doesn’t take things personally, consistent, honest, takes responsibility for actions, good with people

Jim Rundle

• Passion, commitment to making a difference, genuine care for those in need, integrity, honesty, strong desire to make a positive impact

▪ Honesty▪ Knows the position of

those supervising▪ *doesn’t take things

personally

How would you define a leader? Example of good and bad leaders.

Sam Hudson

• Good leader: Leads by example, know what’s done everyday, available with good boundaries• Not so good: Disengaged, no understanding of worker’s realities, unhealthy boundaries,

manipulative, ulterior agenda, creates or feeds hostile environment

Sherene Gardner

• Set vision, plan, motivates others to reach goals, delegates tasks, keeps team accountable

• Territorial, controlling

Jim Rundle

• Dedication and genuine concern for clientele and workers- done by word and actions, clear about goals and solutions, actively seeks input from both, “IF YOU AREN’T PART OF THE SOLUTION, YOU’RE PART OF THE PROBLEM.”

• Aloof, arrogant, disconnected

▪ “If you aren’t part of the solution, you’re part of the problem.”

▪ “Leads by Example” ▪ Motivates Others towards

clear goals– setting people up for success

▪ Dedication to both clientele and coworkers

How does one develop their leadership potential?

Sam Hudson

• Learning curve, learn from examples, one has to be open to learning, can’t really be taught in a classroom.

Sherene Gardner

• Experience, be a life-long learner, learning from mistakes, observant

Jim Rundle

• Contact, supervision, and/or observation with as many good leader role models- watch, ask questions, seek consultation

▪ Observant of other good leaders

▪ Willing to learn, especially from mistakes and failures, open-minded

▪ “learning curve”

How does a leader in SWK assess his/her performance?

Sam Hudson

• Quality of services program offers, direct feedback, morale of team (are people constantly leaving?)

Sherene Gardner

• Reaching goals (personal and work related), data, and feedback

Jim Rundle

• Outcomes of projects (not everything will be a success, but most, learn from failures)

▪ Seek Feedback ▪ Quality Outcomes▪ Projects and Goals

What are some issues leaders in SWK are facing?

Sam Hudson

• Overworked, underpaid, trying to keep up, time management- meet demands of position plus foster a healthy work environment

Sherene Gardner

• Money issues

Jim Rundle

• Decreased funding- more creative and wiser with funds

▪ Funding Challenges▪ Time management▪ Efficient

What opportunities would you recommend to students looking to gain leadership experience?

Sam Hudson

• Take leadership roles when you can, learn and fail in safe environments

Sherene Gardner

Jim Rundle

• Alert to any and all opportunities from respected leaders in area of interest, observation, mentor, intern, volunteer opportunities, enroll in what is manageable and doable, assertively seek/request ongoing feedback on their leadership qualities, gaps, and areas to grow in.

▪ Opportunistic▪ “Who you know”– Making

good connections and impressions

▪ “Assertively seek ongoing feedback on leadership qualities, gaps, and areas of growth”

What are some of the various pathways to leadership as a social worker?

Sam Hudson

• Climb ladder- case manager• Master’s• Better when there’s experience in what they’re leading

Sherene Gardner

• Becoming a supervisor, management positions, community boards and SWK associations like NASW

Jim Rundle

• Enrollment in college SWK or related field, leadership courses, peer group with agenda of leadership skill building and feedback, participation in supervision by established, positive leaders

▪ Take leadership positions as they come

▪ Know who you're leading and what they do

▪ Peer group with agenda of leadership skill building and feedback

What resources would you recommend to someone looking to learn more about being an effective leader?

Sam Hudson

• experience, classes, organize and run meetings, projects, etc. be willing to take chances, "Put in the work for what you want."

Sherene Gardner

• mentor you trust who emulates as a good effective leader

Jim Rundle

• leadership courses in community, online, or internet, good mentors

▪ Find a mentor(s)▪ Experience▪ Seek courses

What do the scholarly texts say about leadership in social work?

Social Work Management and Leadership: Managing Complexity with Creativity

▪ Leadership has a wide range of interpretations, ill-defined▪ expectation that we share a common understanding▪ target audience identified as students as well as managers looking

for new approaches to their practice▪ presents both individual and person-in-environment frameworks▪ Leader v. Manager▪ Leader can be in a low position, but have big influence due to other

factors

▪ Lawler, J., & Bilson, A. (2010). Social work management and leadership: Managing complexity with creativity. London: Routledge.

Leadership and Management FrameworkBox 3.1 What leaders and managers in social care do

• inspire staff; • promote and meet service aims,• objectives and goals; • develop joint working/partnerships that are purposeful;• ensure equality for staff and service users driven from the top down;• challenge discrimination and harassment in employment practice and

service delivery; • empower staff and service users to develop services people want; • value people, • recognize and actively develop potential; • develop and maintain awareness and keep in touch with service users and

staff; • provide an environment and time in which to develop reflective practice,

professional skills and the ability to make judgments in complex situations;

• and take responsibility for the continuing professional development of self and others.

(What leaders and managers in social care do – TOPPS Leadership and Management: a strategy for the social care workforce, 2004; cited in GSCC, 2005: 4)Lawler, John. Social Work Management and Leadership : Managing Complexity with Creativity. Florence, KY, USA: Routledge, 2007. ProQuest ebrary. Web. 3 December 2015.Copyright © 2007. Routledge. All rights reserved.

Leadership Themes

▪ vision and future focused▪ effectively dealing with uncertainty & instability▪ considering needs for change▪ initiating, sustaining, and maintaining momentum

through the change process


Creativity & Leadership

▪ Allow people to create own roles and positions- Sam Hudson

▪ Creative dialog and discussions▪ Creative plans for personal development▪ Lawler, J., & Bilson, A. (2010). Social work management

and leadership: Managing complexity with creativity. London: Routledge.

▪ John Cleese on Creativity video on YouTube- 36 min.

Facilitative Leadership in SWK practice

▪ Focus was on how to lead groups▪ All about preparation with group processes ▪ How to prepare: – What is our purpose? – What are our goals?– What's the end result of this group's work?– What are the roles of group members?– What are the strengths and skills of group members?– Preparatory empathy- put yourself in group members' shoes

– Breshears, E., & Volker, R. (2013). Facilitative leadership in social work practice. New York, NY: Springer Pub.

Leadership And Management Competencies Defined By Practicing Social Work Managers

▪ National Network for Social Work Managers▪ quite extensive and complex skill set▪ Ten Identified Core Competencies: ▪ Knowledge of Social and Public Policy Issues, Advocacy, Relations

and Marketing, Governance of mission and values, planning, program development and management, financial development, evaluation, human resource management, staff development

▪ Wimpfheimer, S. (n.d.). Leadership And Management Competencies Defined By Practicing Social Work Managers. Administration in Social Work, 45-56. http://dx.doi.org/10.1300/J147v28n01_04

Information and Referral- 2-1-1 or 211.org

▪ Help find resources to meet client's basic needs and then some

▪ Food pantries▪ Homeless shelters▪ Local events and activities▪ so much more!

• Get volunteers for your agency or project

• Find volunteer/ advocacy opportunities

• Continuing education trainings (Women and Addiction, Trauma, Meditation, etc.)

• 740-363-5000 • ConnectionsVolunteerCenter.org

• Find information on red flags and how to identify

• Get a survivor linked with local resources- transient crime

• Report a tip• Print off materials

• Lots of great resources

References

▪ Breshears, E., & Volker, R. (2013). Facilitative leadership in social work practice. New York, NY: Springer Pub.


▪ Wimpfheimer, S. (n.d.). Leadership And Management Competencies Defined By Practicing Social Work Managers. Administration in Social Work, 45-56. http://dx.doi.org/10.1300/J147v28n01_04

http://dx.doi.org/10.1300/J147v28n01_04

Leadership in Social Work (1)

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