Research points to flaws in social work leadership training

Employers should invest more in local social work leadership programmes rather than sending frontline managers on generic courses, according to research.

Learn to Care’s leadership strategy for social work and social care, published today, outlines a pathway of progression for frontline practitioners and managers.

It found many social work and social care leaders are sent on general in-house or externally provided courses, which do not necessarily take into account the unique nature of the profession.

“There is a lot of dissatisfaction with existing programmes because they are not meeting the needs of frontline managers,” said Keith Brown, co-author of the report.

The report adds: “The 152 differenct local authorities [in England] and many more areas where social work interventions occur have their own local and unique challenges, requiring the skilled commissioning of workforce development to accurately match future needs. Leadership programmes should not only satisfy national standards, governance and best evidence base, but also future proof and creatively develop individuals who will take the professionalisation and personalisation agendas forward.”

The strategy includes guiding principles on leadership development, a review of psychometric assessments, an overview of leadership traits and advice on how to build effective relationship between employers and educators.

It is linked to the current leadership and management pilots commissioned jointly by the National Skills Academy for Social Care and Skills for Care.

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