“Roots and Fruit:” Leadership values and actions for creating a socially just the workplace

Abstract

“Roots and Fruit:” Leadership values and actions for creating a socially just workplace BRIEF SUMMARY OF THE PROPOSED SKILLS WORKSHOP This workshop draws on the findings of a research project which aimed to develop a New Zealand model of social work organisational leadership. In the course of this exploration, six values which underpin the exercise of leadership were identified: identity and integrity; ethical, empowering and competent leadership; human rights and social justice; systems thinking; spirituality, authenticity and servant leadership; and a society based on the values of Te Tiriti o Waitangi. These values informed leadership actions which include advocacy; communication as networking and thought leadership; the use of power and authority; motivating and mobilising workers to achieve organisational and professional outcomes. The purpose of the workshop is to articulate how selected leadership values and actions can create a socially just workplace characterised by the quality of well-being. Participants will be invited to engage with selected values: identity and integrity; ethical, empowering leadership; and human rights and social justice. By creating connections between values and actions, participants will create the strategies enabling and applying the ethical value of social justice at the heart of organisational structures and human interactions. Leadership will be presented in the workshop as creating organisational culture by working with people and dealing with ‘wicked problems’ (Grint, 2005) by asking questions rather than prescribing solutions. Participants will be introduced to ‘whole systems development’ (Attwood et al., 2003, p. xv) as giving rise to ‘systemic questions’ defining how leadership is exercised: 1. How can I best use my [leadership] position to assist us all to make sense of what is going on, so that together we can contribute to sustainable change? 2. How do I lead this organisation so that we can make the best possible contribution to the improvement and well-being of those we serve? 3. How can I share my ideas and emerging goals in ways that do not stultify debate but assist learning about the ‘bigger picture’? 4. How do I ensure that we implement plans that we have agreed with partners? (Attwood et al., 2003, pp.31, 32, emphasis added.) By the end of this workshop, participants should be able to: 1. Visualise and describe socially just leadership in an organisational context 2. Articulate and practically apply organisational leadership actions to implement selected core purposes of the global social work profession 3. Describe how organic systems-oriented leadership can create a collegial commitment to a socially just workplace culture and practice 4. Craft appropriate systemic questions to provoke organisational reflective practice. References Attwood, M., Pedler, M., Pritchard, S., & Wilkinson, D. (2003). Leading change: A guide to whole systems working. Bristol, UK: Policy Press. Grint, K. (2005). Problems, problems, problems: The social construction of 'leadership'. Human Relations, 58(11), 1467-1494