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Leadership in Social Care de Zoe Van Zwanenberg

Leadership in Social Care: Research Highlights in Social Work (Paperback), cartea 51

Editat de Zoe Van Zwanenberg
en Limba Engleză Paperback – 30 sep 2009
Draws together 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.
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Specificații

ISBN-13: 9781843109693
ISBN-10: 1843109697
Pagini: 240
Dimensiuni: 152 x 228 x 14 mm
Greutate: 0.36 kg
Editura: Jessica Kingsley Publishers Ltd
Seriile RESEARCH HIGHLIGHTS, Research Highlights in Social Work (Paperback)

Locul publicării:United Kingdom

Notă biografică

Zoe van Zwanenberg is Director of Zwan Consulting and Project Coordinator for the Centre for Confidence and Well-Being, Scotland. Zoe 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.

Cuprins

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