This book examines developments in management and leadership in the social work environment, from both practice-based and academic perspectives. The chapters reflect developments in a range of international settings including those of Europe, South Africa and New Zealand. They represent a range of different approaches, from the critical to the more affirmative and liberating. The book illustrates the impact of the development of management and leadership in social work, in the current context of marketisation and globalisation, together with the need to focus on service users. Social work has altered significantly as a result of such changes, presenting particular challenges for social work managers. These are detailed and discussed in this book.

Reshaping leadership and management
John Lawler and Trish Hafford-Letchfield

The ‘commodification’ of ‘children in need’ in welfare markets: Implications for managers
Stephanie Petrie

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

A strengths perspective on supervision of social workers within a social development context: A best practice vignette
Lambert Engelbrecht

Managing at a distance in social work and social care
Ray Jones

Managers: Are they really to blame for what’s happening to social work?
Sharon Lambley

Developing communities of practice: A strategy for effective leadership, management and supervision in social work
Ivan Gray, Jonathan Parker, Lynne Rutter, and Sarah Williams

Leadership from the bottom up: Reinventing dementia care in residential and nursing home settings
Garuth Chalfont and Trish Hafford-Letchfield

Learning to lead: Evaluation of a leadership development programme in a local authority social work service
William McAllan and Rhoda MacRae

Social work management in Ireland: Time for education and training
John Leinster

John Lawler Trish Hafford-Letchfield