Module Descriptors
LEADERSHIP AND MANAGEMENT IN SOCIAL WORK
SOWK70300
Key Facts
School of Health, Science and Wellbeing
Level 7
30 credits
Contact
Leader: David Mason
Email: D.Mason@staffs.ac.uk
Hours of Study
Scheduled Learning and Teaching Activities: 39
Independent Study Hours: 261
Total Learning Hours: 300
Assessment
- CASE BASED STUDY weighted at 60%
- CRITICAL ANALYSIS weighted at 40%
- SELF ASSESSMENT weighted at 0%
Module Details
Module Indicative Content
The overall aim of this award is to facilitate those who have a supervisory or leadership role within Social work and to develop further their critical reflection and appraisal of self-awareness, skills of leadership and management in personal and professional practice. Effective models of supervision will be reviewed.
The principal focus within the module will be on factors contributing to effective leadership and management in the context of the complex role and responsibility for safeguarding and preventative services managers, and the impact this will have on team performance, organisational culture, social work practice agenda.
An in-depth exploration of contemporary social work leadership will be facilitated through a process of guided learning. Core content will focus on strategies to examine, critically reflect and analyse self and team management and will broaden their understanding and application of the leadership role in practice.
Action Planning and reflective approaches to developing self and others will be a central facet of this module
Within their leadership role practitioners will understand the political and organisational drivers that are shaping social work services. This will include a critical engagement with the government¿s agenda for Integrated Working and Collaborative practice, and the changing role of Social Work Managers.
Contemporary models of coaching and mentoring will be reviewed and analysed to support practitioners in developing their own skills in analysis, and decision making leading to transformed perspectives on leadership and management practice and the contribution it makes to developing themselves and others.
The role of Working with Risk and Managing Risk in complex situations will be considered, drawing upon contemporary approaches to risk management and accountability, leading to stronger and more robust decision making in the best interests of service users.
The principal focus within the module will be on factors contributing to effective leadership and management in the context of the complex role and responsibility for safeguarding and preventative services managers, and the impact this will have on team performance, organisational culture, social work practice agenda.
An in-depth exploration of contemporary social work leadership will be facilitated through a process of guided learning. Core content will focus on strategies to examine, critically reflect and analyse self and team management and will broaden their understanding and application of the leadership role in practice.
Action Planning and reflective approaches to developing self and others will be a central facet of this module
Within their leadership role practitioners will understand the political and organisational drivers that are shaping social work services. This will include a critical engagement with the government¿s agenda for Integrated Working and Collaborative practice, and the changing role of Social Work Managers.
Contemporary models of coaching and mentoring will be reviewed and analysed to support practitioners in developing their own skills in analysis, and decision making leading to transformed perspectives on leadership and management practice and the contribution it makes to developing themselves and others.
The role of Working with Risk and Managing Risk in complex situations will be considered, drawing upon contemporary approaches to risk management and accountability, leading to stronger and more robust decision making in the best interests of service users.
Module Additional Assessment Details
Portfolio of evidence based in practice and theory, drawing upon leadership and management role to develop and build competence and confidence. The portfolio will contain the following key elements:
1. SLOT Analysis 0% weighting Pass/fail
2. 3000 Word Anonymous Case Study based on a complex case where the learner has decision making responsibility. The case study will identify the key issues within the case, the decision making process that led to effective safeguarding practices and management of complexity. Models of leadership and management will be considered and the contributions and outcomes. 60% weighting
3. 2000 Word Critical Incident Analysis of a Case which will include an Action Plan that reflects the challenges and tensions within multi agency working, and how these were resolved. 40% weighting
Assessing all LO's
all elements must be passed in order to pass the module
Additional Assessment Details (include formative feedback / assessment):
Through small group seminars and presentations of case studies learners will reflect on their leadership role and examine tensions and critically build on their perspectives
1. SLOT Analysis 0% weighting Pass/fail
2. 3000 Word Anonymous Case Study based on a complex case where the learner has decision making responsibility. The case study will identify the key issues within the case, the decision making process that led to effective safeguarding practices and management of complexity. Models of leadership and management will be considered and the contributions and outcomes. 60% weighting
3. 2000 Word Critical Incident Analysis of a Case which will include an Action Plan that reflects the challenges and tensions within multi agency working, and how these were resolved. 40% weighting
Assessing all LO's
all elements must be passed in order to pass the module
Additional Assessment Details (include formative feedback / assessment):
Through small group seminars and presentations of case studies learners will reflect on their leadership role and examine tensions and critically build on their perspectives
Module Learning Strategies
Scheduled Learning and Teaching Activities: (39 hours)
18 hours Interactive Workshops
6 hours Seminars
6 hours Lectures
6 hours Problem-based learning
3 hours Seminar Workshop for Research Informed Practice
Guided Independent Study: (261 hours)
100 hours Engagement with Technology Supported Learning
25 hours Preparation for Seminar Workshops
100 hours Private Study
36 hours study time from the organisation
18 hours Interactive Workshops
6 hours Seminars
6 hours Lectures
6 hours Problem-based learning
3 hours Seminar Workshop for Research Informed Practice
Guided Independent Study: (261 hours)
100 hours Engagement with Technology Supported Learning
25 hours Preparation for Seminar Workshops
100 hours Private Study
36 hours study time from the organisation
Module Resources
Blackboard VLE
University rooms appropriate for the taught sessions
Access to the library and student support team
Personal tutors
University rooms appropriate for the taught sessions
Access to the library and student support team
Personal tutors
Module Texts
Hafford-Letchfield T, et al (2008) Leadership and Management in Social Care, London, Sage
Hafford-Letchfield, T. (2010), Management and organisations in social work, (2nd edition), Exeter, Learning Matters
Martin, V. Charlesworth, J. & Henderson, E. (2010). Managing in Health and Social Care (2nd edition), Routledge, London
Thompson, N. (2013), People Management, Basingstoke, Palgrave
Hafford-Letchfield, T. (2010), Management and organisations in social work, (2nd edition), Exeter, Learning Matters
Martin, V. Charlesworth, J. & Henderson, E. (2010). Managing in Health and Social Care (2nd edition), Routledge, London
Thompson, N. (2013), People Management, Basingstoke, Palgrave
Module Special Admissions Requirements
Applicants should be working within either a social work or social care setting.