Leadership and management appointments are often made on the basis of an exemplary performance record in a non-managerial role with the implicit assumption that this standard will be transferred into the new role. However, the role of manager and leader in social care is very challenging and some managers struggle to acquire the level of performance they had achieved in their previous role. This book will introduce the values and principles that underpin good leadership and management practice to anyone working in social work and social care services.
Sharon Lambley is a Senior Lecturer based at London Metropolitan University. She has worked in Higher Education since 1991, after developing management and leadership programmes for social workers, health managers, local government officers and managers, voluntary and community sector and police managers. Sharon now works at London Metropolitan University where she continues this work, while also developing her skills as a researcher, and organizational development consultant
Introduction Why good people management and leadership matters The changing role of social work managers Human resources and developing the best of the social work workforce Managing yourself Managing the performance of others Leading and managing multi-professional teams Leading and Managing Change Looking forward