Complexity approach to frontline social work management: Constructing an emergent team leadership design for a managerialist world

Show simple item record

dc.contributor.author Webster, Michael en
dc.contributor.editor Hafford-Letchfield, T en
dc.date.accessioned 2011-02-03T02:17:29Z en
dc.date.issued 2010 en
dc.identifier.citation Social Work & Social Sciences Review 14(1):27-46 2010 en
dc.identifier.issn 0953-5225 en
dc.identifier.uri http://hdl.handle.net/2292/6182 en
dc.description.abstract This paper articulates an emergent complexity approach to the frontline manager-practitioner relationship within the context of a managerialist culture and the tensions between new public management (NPM) and social work ethical codes. Drawing from New Zealand perspectives but with transnational applications, a conceptual ,coalface, practice model for social work is proposed. Three constituents comprising professional, organisational and political cultures in which social care managers operate are extrapolated to construct the model: [1] the pervasive reality of managerialism; [2] workplace tensions arising from interrelationships between ethics, the organisation and the individual worker; and [3] an emergent, organic perception of agencies as organisations, integrating ,whole systems, thinking and complex adaptive approaches. The paper analyses the argument advanced by NPM theory of the interoperability of public and private management and proposes a team design that meets managerialist output and performance expectations whilst also creating an emergent framework enabling team leadership flexibility. The paper suggests that high performance can be integrated with a management approach predicated on social work values, thus offering potential solutions to job stressors and challenges facing frontline team leaders, managers, supervisors and practitioners who function in a managerialist environment. en
dc.description.uri http://www.swetswise.com.ezproxy.auckland.ac.nz/eAccess/viewToc.do?titleID=187670&yevoID=3147583 en
dc.relation.ispartofseries Social Work & Social Sciences Review en
dc.rights Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. en
dc.rights.uri https://researchspace.auckland.ac.nz/docs/uoa-docs/rights.htm en
dc.title Complexity approach to frontline social work management: Constructing an emergent team leadership design for a managerialist world en
dc.type Journal Article en
dc.identifier.doi 10.1921/095352210X518162 en
pubs.issue 1 en
pubs.begin-page 27 en
pubs.volume 14 en
dc.rights.holder Copyright: Whiting & Birch en
pubs.end-page 46 en
dc.rights.accessrights http://purl.org/eprint/accessRights/RestrictedAccess en
pubs.subtype Article en
pubs.elements-id 102214 en
dc.relation.isnodouble 28867 *
pubs.org-id Education and Social Work en
pubs.org-id Counselling,HumanServ &Soc.Wrk en
pubs.record-created-at-source-date 2010-09-01 en


Files in this item

There are no files associated with this item.

Find Full text

This item appears in the following Collection(s)

Show simple item record

Share

Search ResearchSpace


Browse

Statistics