Developing a Work-Based Leadership Programme in the UK Social Care Sector

Autor/inn/en	McCray, Janet; Palmer, Adam
Titel	Developing a Work-Based Leadership Programme in the UK Social Care Sector
Quelle	In: Journal of Workplace Learning, 21 (2009) 6, S.465-476 (12 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1366-5626
DOI	10.1108/13665620910976748
Schlagwörter	Action Research; Focus Groups; Cooperation; Foreign Countries; Reflective Teaching; Management Development; Vocational Education; Leadership Qualities; Leadership Training; Social Services; Interviews; College Faculty; Skill Development; Employees; Employment Qualifications; United Kingdom + Suchen Sie Ihr Suchwort? Projektforschung; Co-operation; Kooperation; Ausland; Ausbildung; Berufsbildung; Führungseigenschaft; Führungslehre; Social service; Soziale Dienstleistung; Soziale Dienste; Interviewing; Interviewtechnik; Fakultät; Kompetenzentwicklung; Qualifikationsentwicklung; Employee; Arbeitnehmer; Beschäftigter; Employment qualification; Vocational qualification; Vocational qualifications; Berufliche Qualifikation; Großbritannien
Abstract	Purpose: The purpose of this paper is to present a case study of the application of action research in the design of a degree-level leadership skills programme in the English social care sector. Design/methodology/approach: The action research study involved four formal semi-structured interviews with strategic leaders in the social care sector and three focus groups with managers. The paper captures some of the reflections of university lecturers who are both researchers and collaborative partners in the project in its early stages. Findings: The findings demonstrate consensus in the sector at regional strategic and organisational level about leadership skills required for future service models. Research limitations/implications: The sample remains small; however, the findings may have relevance for leadership development planning for social care in other regions of England, as the personalised care agenda gains momentum and services need to realign. Service users were not part of the focus groups and future activity that builds on this preliminary study may need to redress this. The implications of the research are that it offers a model of collaboration between a university and the workplace to support change through learning. Practical implications: There is potential for a sector or an organisation to access management development accredited by a university that meets its needs, is focused, relevant and provides a model for continuing learning beyond the programme. Originality/value: The paper brings together a range of well-established concepts in action research, reflective practice and learning to help deliver change through collaboration. It explores the new demands being placed on care leaders in the independent social care sector when many international governments are facing fiscal challenges which may require care sector reform. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10