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Article

James Woolever and James Kelly

The study of leadership has a long history in disciplines outside of social work. Theorists have struggled with a myriad of definitions of leadership, as well as trait, behavioral, and situational leadership models. They have identified leadership types from transformational and charismatic to motivational. There has been much speculation and some study of the traits and characteristics of effective leaders, as well as effective leadership styles, abilities, and practices. Social work theorists have contributed to this field by identifying the critical and unique characteristics of social work leadership, such as adherence to social work norms and orientation to the needs of disadvantaged groups. In the 21st century, social workers have begun to elaborate technologies for creating tomorrow’s leaders through practices such as formal training, mentoring, and peer networking. There has always been, and will be, a critical need for leadership in social work endeavors. Leadership development can be viewed from two perspectives: the individual and the organizational. From the individual perspective, the system begins with a critical assessment of the individual’s strengths and limitations, along with the opportunities and threats for professional growth. Ultimately, the organization is responsible for providing resources to enable individual development. The long-term goal is to implement a developmental mind-set throughout the organization. Leadership development must be intended for all employees, not just a select few. Both individual and organizational job performance are ultimately dependent on the leadership developmental structures embedded within each organizational unit. The issue at hand is designing and delivering leadership development programs that meet the leadership requirements for today’s complex yet changing organizations.

Article

Darlyne Bailey, Kimberly B. Bonner, Katrina M. Uhly, and Jessica Schaffner Wilen

The concept of leadership has evolved from focusing on innate abilities, to learned skills, to understanding that leadership is composed of both skills and abilities. Recently, theorists and practitioners have identified elements of effective leadership within social work organizations. These areas of knowledge, skills, and values encourage social work leaders to recognize their organizations as living systems within an interdependent world and aid them in connecting humanistic intentions with effects. Both acknowledgment and enactment of these leadership competencies are essential for all organizational members to engage in effective dialogue and action. Social workers, regardless of their organizational titles, can learn and hone these qualities in social work training programs and continuing professional development opportunities, as well as through practical field experiences for effective leadership in the field.

Article

The World Health Organization defines interprofessional collaborative practice (IPCP) as when multiple health workers from different professional backgrounds provide comprehensive health services working with patients/clients, families, caregivers, and communities to deliver quality health care across settings. IPCP has long been considered a best practice model to improve effective health-care delivery; however, implementation of collaborative practice models and evidence to support their efficacy have been relatively slow to develop. IPCP is inextricably linked to interprofessional education and practice (IPEP), which brings together students and practitioners across disciplines and practices, and includes direct care workforce, people/patients/clients, families, and communities to learn with, from, and about each other to prepare them for integrated workplace practice. The article will explore national and global interprofessional collaborative practice initiatives; outline core competencies and evidence for collaborative practice; provide examples of IPCP implementation; and discuss the role social work plays in the development and leadership of collaborative practice.

Article

Larraine M. Edwards

Wilber I. Newstetter (1896–1972) developed specialized training for social workers in youth and group leadership. He established Cleveland's University Settlement, which provided neighborhood outreach services, and became first dean of the School of Social Work, University of Pittsburgh, in 1938.

Article

Wilma Peebles-Wilkins

Inabel Burns Lindsay (1900–1983) was the first dean of the Howard University School of Social Work, the second U.S. accredited school serving Black students. She published numerous articles on community leadership, elderly people, and Black participation in social welfare.

Article

Sadye L. M. Logan

Barbara W. White (1943–2019), Dean Emeritus at University of Texas at Austin Steve Hicks School of Social Work, was an accomplished scholar in the areas of cultural diversity, women, and domestic violence. She was actively engaged with social work education for over three decades and was a former president of both the National Association of Social Workers (NASW) and the Council on Social Work Education (CSWE). White has left a distinguished legacy that spans the national and international communities of social work.

Article

Brenda F. McGadney

Benjamin L. Hooks (1925–2010) was best known as an African American civil rights leader, lawyer, Baptist minister, gifted orator, and a businessman (co-founder of a bank and chicken fast-food franchises), who was executive director of the National Association for the Advancement of Colored People (NAACP) (1977–1992). Hooks was appointed by President Richard Nixon as one of five commissioners (first African American) of the Federal Communications Commission (FCC) in 1972, commencing in 1973 with confirmation by the Senate.

Article

Thomas Packard

This article presents an overview of the field of organizational change as it applies to human service organizations (HSOs). It offers definitions, conceptual models, and perspectives for looking at organizational change and notes common reasons that organizational change efforts fail. The article takes the perspective of an agency executive or manager who has the responsibility for initiating and implementing a planned organizational change initiative. It offers a comprehensive, evidence-based model for tactics to use and steps to take, from assessing change readiness and change capacity to institutionalizing and evaluating change outcomes within the organization. Common change methods, including those particularly relevant to HSOs, such as implementation science, the use of consultants, and change efforts which can be initiated by lower-level employees, are reviewed A research agenda, with particular attention to change tactics, is offered.

Article

Sadye L. M. Logan

Ella Josephine Baker (1903–1986) was a consummate organizer and activist who played an active role in shaping the civil and human rights movements in the United States of America from 1930 through the 1980s.