Leadership and Management in Integrated Services by Judy McKimm Kay Phillips

Author:Judy McKimm, Kay Phillips [Judy McKimm, Kay Phillips]
Language: eng
Format: epub
ISBN: 9781844452040
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Publisher: Learning Matters Limited
Published: 2009-05-01T00:00:00+00:00

CHAPTER SUMMARY

Building up the underlying psychological capacity for leadership in integrated practice will take time. It involves more than acquiring various analytic frameworks and inter personal polish because what has to be reconfigured is the self that is acquiring these skills.

(Paton and Vangen, 2004, p7)

This chapter has presented and explored four ways of thinking about managing change in integrated practice, which are firmly embedded in traditions of organisational theory and have clear application to practice in ‘learning organisations’. They were: thinking psychologically, thinking structurally, thinking culturally and thinking politically. It has also made some proposals about the skills and development needs of leaders in these complex environments which are further explored in Chapters 8 and 9.

The title of this chapter from transition to transformation describes a change process not a leadership style. Collaborative, rather than transformational leadership, as mentioned here and discussed elsewhere in this book, is needed for integrated practice. And collaborative leadership requires political savvy and an understanding of professional cultures and organisational structure if we are each to make the psychological transitions as professionals to transform services for adults, children and families.

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