How do social work leaders understand and ideally practice leadership? A synthesis of core leadership practices

Abstract

ABSTRACT Core social work leadership practices have been identified on a conceptual level. This article extends this knowledge by synthesising and demonstrating how these core leadership areas are ideally practiced. Common themes arising from a qualitative, multiple case study in three children’s services agencies in Ontario, Canada, will be provided. Themes include: the centrality of leadership influence; building trusting relationships; creating shared and achievable visions; role modelling and living values; motivating, coaching, and mentoring staff; fostering teamwork and collaboration; and promoting staff recognition. Challenges to enacting these ideal practices will be analysed from a psychosocial and relationship-based perspective. Practice implications for current and aspiring social work leaders will be highlighted.