Social Work Leadership

Framework

April 2022
 Social Work Leadership Framework

Contents

Foreword.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

1 Leadership Models .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 3

2 Why Do We Need a Social Work Leadership Framework?.. . . . . . . . . . . . . . . . . . . . . 4

2.1 Collective Leadership.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
2.2 Rationale.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 5
2.3 Purpose.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

3 Social Work Leadership Framework.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 6

3.1 Purpose and Mandate.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 6
3.2 Orientation of Social Work .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 8
3.3 Four Domains of Leadership .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 10
3.3.1 Leading Self.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 10
3.3.2 Leading with Others.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.3.3 Leading Practice.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 12
3.3.4 Leading the Profession.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 12

4 Application .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

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 Social Work Leadership Framework

Foreword

When we ask social workers who they think of as social work leaders, often it is senior
managers, academics or those who work in policy and strategic positions that immediately
come to mind. It is certainly true that as social work continues to face unprecedented
pressures and challenges, it is vital that we have confident and effective social work leaders
who can inspire and lead teams in often complex, and multidisciplinary systems. However it is
equally true that all social workers have a leadership role and the purpose of this framework
is to demonstrate how leadership is an important aspect of effective social work practice at
all levels irrespective of role and setting.

This Social Work Leadership Framework was developed as part of the work of the Social Work
Strategy as it became clear that there was a need to clarify social work leadership capabilities
as distinct from generic leadership capabilities. So the framework describes the distinctive
leadership role social workers play and in doing so will enable social work to participate
effectively in collective leadership across all organisations that employ social workers including
the Health and Social Care sector, Probation, Youth Justice, Education and the Voluntary and
Community Sector. It will support social workers to plan and pursue careers in a range of
areas including practice, corporate management, academia, regulation or policy and it is our
intention that the framework will underpin the design and provision of professional leadership
development and accreditation opportunities in order that we enhance the leadership capacity
and capability within the social work profession.

The Leadership Framework was developed in consultation with practitioners and the Social
Work Leadership Network and I wish to thank all those who contributed to its development.
With particular thanks to the co-authors Anne McMurray, Christine Smyth and Eileen McKay
for their commitment and determination to produce a framework which will be relevant to all
social workers as leaders whether that be within their own area of practice, advocating for the
people they work with, leading others or to support their own leadership journey.

Sean Holland
Chief Social Work Officer

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 Social Work Leadership Framework

1 Leadership Models

What makes good leaders has been a focus of study and research since the 1900s. A review
of scholarly articles on leadership shows a wide variety of different theoretical approaches
to explain the complexities of leadership. Effective leadership is accepted as being a key
determinant of organisational performance across all sectors and settings.

A review of the literature highlights different ways of conceptualising leadership:

a) Group processes, i.e. the leader is at the centre of group change and activity and
embodies the will of the group (Situational)
b) Personality perspective, i.e. leadership is the combination of special traits or
characteristics (Trait)
c) Act or behaviour, i.e. what leaders do to bring about change in a group (Behavioural)
d) Emerging, i.e. ‘nearby’ leadership, adaptive, authentic1
e) Power perspective, i.e. defined by the relationship between leaders and followers
and the leader’s ability to wield influence
f) Transformational, i.e. leaders who can motivate followers to achieve more than was
expected to be possible
g) Skills based, i.e. leadership capabilities, skills and knowledge that create
effectiveness

However, whatever approach to leadership is taken, four central components can be identified:

a. Leadership is an activity, i.e. it is available to everyone

b. Leadership involves influence, i.e. the leader’s effect on others determines their
success
c. Leadership occurs in groups, i.e. leaders mobilise others to achieve a purpose
d. Leadership involves common goals, i.e. leaders direct energy to achieving something
together

Leadership and management are two different but interrelated activities2. They both involve
similar skills e.g., influence, relationships and outcomes orientation. They key difference is
that the overriding function of management is to provide order and consistency in organisation
through the functions of planning, organising, resourcing and controlling to reduce uncertainty;

1 Leadership: Theory and Practice, Northouse P. G., SAGE, 2016

2 Leadership: Theory and Practice, Northouse, P. Sage 2016

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 Social Work Leadership Framework

whereas leadership is about producing change and movement towards the future which is
always uncertain. Both are important practices in social work. Leadership activities3 can be
summarised as: Establishing Direction (vision and strategy), Aligning People (communication,
commitment and coalitions) and Motivating (inspiring energising, empowering and meeting
unmet needs). The Leadership Framework translates these into a construct which is applicable
to the variety of professional social work roles.

2 Why Do We Need a Social Work Leadership Framework?

The focus on professional leadership in social work is part of the broader agenda of the
Improving and Safeguarding Social Wellbeing: A Strategy for Social Work (SWS) to
strengthen social work as the means of improving people’s social wellbeing and has been a
key priority since its launch in 2012.

‘Professional leadership is critical to inspire, lead and represent the profession’ (SWS, 2012)

In 2016, professional leadership was confirmed as one of the four priorities to support the
SWS Stage 2 plan to ‘put improvement at the heart of social work’ with the goal of
‘develop(ing) social workers at all levels as leaders and ambassadors for the profession,
modelling high professional standards and contributing to the development of social work’.

This sits well with the HSC Collective Leadership Strategy which was launched in 2017. It
aims to create ‘a culture of high quality, continually improving, compassionate care and
support’ and which requires recognition that leadership is the responsibility of all, applies to
staff at all levels as well as to service users and carers.

2.1 Collective Leadership

“Collective leadership means everyone taking responsibility for the success of the
organisation as a whole – not just their own area.” – M. West4

Defining a Social Work Leadership Framework supports a collective leadership approach. It

enables social workers to clarify their role and purpose, manage their professional boundaries
and in so doing, work more effectively in partnership with others. Boundaries create role
clarity, confidence and help the profession establish its purpose and role within a larger multi-
disciplinary system.

3 A force for change: how leadership differs from management , Kotter, J.P. 21990, New York: Free Press
4 Developing Collective Leadership for Health Care, West M., The King’s Fund, 2014

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The Social Work Leadership Framework (SWLF) describes the distinctive leadership role social
workers play. This will enable them to engage more effectively with other disciplines and
sectors beyond the professional context of the health service e.g. education, justice, local
government and community.

2.2 Rationale

Since 2018, work has been carried out in regard to workforce planning, succession and career
pathways and a review of leadership development in social work. This highlighted the need
to clarify social work leadership capabilities as distinct from generic leadership capabilities
irrespective of professional background.

The contention is that social work leadership is differentiated by the profession’s purpose,
its value base, the context in which it is practised, its approaches to practice and how it
applies relevant evidence and social science knowledge to practice and policy.

The SWLF is future proofed so that we are equipping social workers as leaders not just for
today but also for the future.

2.3 Purpose

The purpose of the Social Work Leadership Framework (SWLF) is to:

(a) Demonstrate how leadership is an important aspect of effective social work practice
at all levels, as it is in other professions such as nursing and medicine (interrupting
the cycle of ‘missing leadership’ in social work)5
(b) Enable social work to participate effectively in collective leadership across all
organisations that employ social workers including the HSC, Probation, Youth
Justice, Education and the Voluntary and Community Sector;
(c) Support social workers to plan and pursue careers in a range of areas including
practice, corporate management, academia, regulation or policy;
(d) Underpin the design and provision of relevant professional leadership development
and accreditation opportunities to enhance the leadership capacity and capability
in social work.

5 Leadership in Social Work, Haworth, Millar and Shaub, 2018, University of Birmingham

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 Social Work Leadership Framework

3 Social Work Leadership Framework

The model below is a visual representation of the Social Work Leadership Framework.

This section will describe the different elements of the Social Work Leadership Framework.

3.1 Purpose and Mandate

In the yellow centre of the Social Work Leadership Framework (SWLF) is the core purpose and
mandate of social work. The purpose of social work in Northern Ireland is to “improve and
safeguard the social wellbeing” of individuals, families and communities and is reflected in
legislation6, policy7 and further elucidated in the SWS.

This purpose is derived from the International Federation of Social Workers (IFSW) definition
of social work:

“Social work is a practice-based profession and an academic discipline that promotes

social change and development, social cohesion, and the empowerment and liberation
of people. Principles of social justice, human rights, collective responsibility and respect

6 Reform Act 2009

7 Delivering Together

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 Social Work Leadership Framework

for diversities are central to social work. Underpinned by theories of social work, social
sciences, humanities and indigenous knowledge, social work engages people and
structures to address life challenges and enhance wellbeing. The above definition may
be amplified at national and/or regional levels.”8 (July, 2014)

To achieve this purpose, social workers need to demonstrate leadership at all levels and
across all roles within the profession.

The mandate for social work as a profession within statutory and some voluntary services
is set out in legislation which imbues statutory powers in social workers and employing
organisations. Social workers have legal powers to protect people’s rights and safeguard their
wellbeing. Delivering on the purpose of the profession and being accountable for the mandate
is the leadership task of every social worker at all levels and settings within the profession.

This does not apply though in all cases. Some social workers in the voluntary and independent
sector, in accordance with their professional ethics, have an employed role on behalf of
service users and which can lead them to challenge the powers of the State which in some
instances are discharged by statutory social workers.

The impact of social work therefore goes beyond the scope of the State. There are registered
and community based social workers who value their independence from government in
order to be free to act in accordance with their professional ethics and non-State role in
challenging and influencing policy.

Leadership in social work is wider than the safe discharge of statutory functions. The impact
of social work is also determined by how its values and ethics are modelled in planning
and decision making as well as the quality of supervision and support that maintains high
standards of professional practice and staff well-being.

Clarity around the purpose and mandate in any setting in which social work is practised,
provides a social worker with their professional responsibilities, role confidence and task focus.
The outworking of the purpose and mandate will vary across roles and settings. The outer
arrows surrounding the Social Work Leadership Framework (SWLF) show how the purpose and
mandate are expressed in the following examples:

8 https://www.ifsw.org/what-is-social-work/global-definition-of-social-work/

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a. Impact of social work is achieved by the development and implementation

of policies, strategies and legislation led by the Office of Social Services in the
Department of Health, and in consultation with social work leaders

b. Experience of social work by service users and carers who will engage directly with
social work practitioners and feel first-hand the type of contribution social work has
made to their personal wellbeing and safety

c. Outcomes from social work which are achieved with and through others as social
work works through relationships

d. Delivery of social work is determined by the employer organisations in a range of

settings who create the conditions in which social workers are deployed to achieve
their purpose and mandate.

3.2 Orientation of Social Work

The blue circle sets out how social work is orientated around four core positions:

a. Professional Identity

Professional identity is a form of vocational categorisation: ‘I am a ….’. It is the

sense of oneness that individuals have with their profession and the degree to which
they define themselves as profession members. Professional identity consists of the
individual’s alignment with the roles, responsibilities, values and ethical standards
which are consistent with the practices that are accepted by their profession.

Professional identity acts as an ‘internal compass’ to regulate a practitioner’s work.

It also influences self-esteem and confidence. A strong professional identity can
help mitigate against burnout. Professional regulation plays an important role in
identity formation, particularly in the early stages of a social worker’s career, but
non-regulatory factors such as beliefs, attitudes, values, experiences, peer group,
education, work environment, culture and local leadership are more influential on
the continued development and sustainability of a social worker’s identity throughout
their career.

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 Social Work Leadership Framework

Society’s attitude about social work can also impact positively or negatively on social
workers’ professional identity. A strong professional identity helps social workers
be clear and confident about their professional boundaries and to be effective
interprofessional practitioners who understand their role and how they contribute
to multidisciplinary and/or interagency working.

b. Values

The British Association of Social Workers (BASW) Code of Ethics9 states the values
and ethical principles on which the profession is based. Core values in social work
include human rights10 (inherent worth and dignity of all people), social justice
(anti-discriminatory, diversity, fairness, inclusion), professional integrity (reliable,
honest, trustworthy), accountability.

These are not discretionary. The regulator, the Northern Ireland Social Care Council
reinforces them through setting standards of conduct and practice to which all
registered social workers adhere. Social workers are expected to comply with
the values of their employer. In the Health and Social Care sector these include
compassion, excellence, openness and respect which are all compatible with social
work professional values.

These values underpin social workers’ personal behaviour, relationships, practice

and policy development. They inform decision making and interactions with service
users, carers, colleagues and practitioners.

c. Evidence

Social workers make decisions every day that have huge implications for individuals
and their families. They make decisions in difficult, complicated circumstances
and have to explain them to families, colleagues and Court. Social workers use
evidence to inform their professional judgement and decision making from a range
of sources: user and carer feedback, practice wisdom, formal research and learning
from best practice.

9 https://www.basw.co.uk/about-basw/code-ethics
10 https://www.equalityhumanrights.com/en/human-rights/what-are-human-rights

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Social work bases its methodologies on a systematic body of evidence informed

knowledge which is derived from research and practice evaluation. It recognises
the complexity of the interactions between human beings, with each other and
within the family, community and social systems which surround them.

d. Science

The social work profession draws on a range of social science disciplines to

understand, assess and plan interventions that result in improved social wellbeing
and safeguarding. These include theories and knowledge about human development
and behaviours, social systems, social administration, as well as disciplines such
as statistics, social anthropology, community development, salutogenics11, politics
and the social determinants of wellbeing.12

Social work is differentiated by its systemic, holistic focus. Its priorities and
practices are determined by how the wider, cultural, societal, economic and political
conditions that impact on individual, family and community wellbeing.

3.3 Four Domains of Leadership

The green circle sets out the four domains of social work leadership which are described in
this section. It is considered that these can apply to all types of social work roles.

3.3.1 Leading Self

Social work is primarily a relationship based profession. The ‘use of self’ is a core
concept in social work practice13. Literature on social work practice indicates that
social workers themselves are the “instruments of the profession”. Use of self
implies “skilful self-disclosure, empathy and authentically bringing oneself into
the … client relationship” to enhance the wellbeing of the individual, family group
or society as a whole at policy level. Individual personality, beliefs, relational skills,
self-awareness and self-management are all factors that impact on Leading Self.

11 https://www.youtube.com/watch?v=yEh3JG74C6s&feature=youtu.be
12 British Association of Social Workers
13 Use of Self in Social work: Rhetoric or Reality, Archana Kaushik, Ph.D, Journal of Social Work Values and Ethics,
Volume 14, Number 1 (2017)

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This domain highlights that the conscious use and development of ‘self’ is the
leadership capability to intentionally behave and communicate in ways that facilitate
change14. In this way, social work is a way of “being” based on personal self-
mastery and interpersonal dexterity.

Leading Self Skills/Capabilities:

1. Authenticity
2. Emotional intelligence
3. Self-awareness
4. Self-care
5. Self-discipline

3.3.2 Leading with Others

Social work is carried out within a network of human relationships. Social workers
engage with a range of ‘others’ to achieve change. ‘Others’ include service users,
carers, colleagues, professions, agencies, a range of community groups and social
networks.

Social workers work collaboratively with others to achieve better outcomes for
those whom they serve. They harness the intelligence and resourcefulness of the
people they work with to achieve positive change. Social workers challenge silo
mentalities, motivate and engage others towards a shared goal, and use collective
co-operation as a change strategy.

Social workers know that successful outcomes depend on the extent to which the
individuals who are most impacted by the change, are involved in the planning and
execution of that change from the beginning. Social workers leverage diversity in
problem solving as the wider the range of perspectives, the greater the likelihood
of finding solutions. Building relationships with others based on trust, honesty and
reliability is core to a social work leadership approach.

14 Sheafor, B. W., & Horejsi, C. R. (2003). Techniques and guidelines for social work practice (6th ed.). Boston, MA:
Allyn & Bacon

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Leading with Others Skills/Capabilities:

1. Co-production of services through commissioning, co-design, delivery and
evaluation
2. Communication and information sharing
3. Constructive challenge and critical thinking
4. Connecting and network development
5. Participation and partnership working with service users, carers and other
organisations

3.3.3 Leading Practice

Social workers are employed by a variety of organisations working with a wide range
of service users, and in a variety of settings and sectors. Social work practice is
in a state of continuous development as a result of new knowledge and evidence;
changes in societal patterns, politics and economics; or driven by the findings of
inspections and inquiries.

While Leading Practice is a challenging task in a complex, dynamic environment,

nevertheless the profession is compelled to lead excellent practice, design systems
to support excellent practice and develop excellent practitioners15. This is achieved
through fostering innovation, learning and evaluation, and supported by robust
professional governance systems and processes.

Leading Practice Skills/Capabilities:

1. Innovation, improvement and piloting
2. Measurement and evaluation
3. Learning, development and change management
4. Reflective practice and supervision
5. Governance and accountability systems

3.3.4 Leading the Profession

The status of a profession is determined by the extent to which its members

consistently demonstrate skills, knowledge and practices that instil trust and
credibility within those who experience it. Leading the Profession is the contribution
each social worker makes to the reputation and influence of social work as a

15 Department for Education (DfE) (2015) Knowledge and Skills Statements for Practice Leaders and Practice
Supervisors. London, DfE.

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discipline. It also implies making a contribution to the future evolution of the

profession to meet current and future challenges. This contribution is required at
practitioner, management and policy/strategy levels in social work as well as from
its academic, regulatory and inspection branches.

Given the increasing multi-disciplinary nature of social work practice, social workers
have an influencing role in shaping service planning and interventions which are
aligned to their core purpose and values. Given the changes in societal trends and
emerging issues which impact on wellbeing and safeguarding, the profession of
social work has a strategic role in shaping public policy, influencing the allocation
of resources and providing guidance to address ethical dilemmas.

Leading the Profession Skills/Capabilities:

1. Strategic analysis
2. Setting vision and direction (policy, strategy)
3. Inspiring shared purpose
4. Advocacy, challenge and influence
5. Upholding standards, ethics and rights

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4 Application

The Social Work Leadership Framework (SWLF) is designed to have practical application for
developing social work as a profession. It gives language to social work leadership and is
relevant for the breadth of career pathways within social work. It highlights the importance of
leadership as an activity for all social workers.

It is recommended that the Social Work Leadership Framework (SWLF) is field-tested through
practice and application rather than being ‘perfected’ as a ‘green’ discussion paper. Examples
of how it could be field tested are
• Align with social work leadership programmes.
• Map on to PIP requirements
• Development of curricula and programmes to provide knowledge, skills and
resources to equip leaders at all levels
• Linked to supervision policy
• Appraisal conversations
• Job descriptions and interviews
• Career planning
• Introduced to student social workers and newly qualified staff.

Clearly the Social Work Leadership Framework (SWLF) has a direct relevance to all leadership
development activity in social work. It supports the HSC Collective Leadership Strategy and the
Continuous Learning and Development Improvement Strategy. It can complement any existing
leadership development arrangements within organisations. It can be integrated within an
organisation’s learning and development strategy. It may also be used inform training needs
analysis to identify gaps or priorities for leadership development.

Currently there are a range of leadership development processes provided in-house (by
employers as well as regional programmes (Stronger Together), academic post graduate
courses and post qualifying awards provided by the NISCC. It is our ambition that social
workers at all levels will be leaders that promote and support the profession to meet it’s
core purpose to “improve and safeguard the social wellbeing” of individuals, families and
communities.

“The single biggest way to impact an organization is to focus on leadership

development. There is almost no limit to the potential of an organization that
recruits good people, raises them up as leaders and continually develops them.”
John C Maxwell16

16 The 17 Indisputable Laws of Teamwork, John C Maxwell, 2003

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