An introduction
Overview of the programme and questions to test your understanding of strengths-based practice.
View moreStrengths-based leadership programme
The Strengths-based Leadership Programme is an applied development programme designed to support practice leaders to engage with academic insights from research and theory, to critically reflect on their own leadership, and to develop a community of practice with their peers. The programme blends online learning resources, work-based activities and contact days between programme participants. The programme has been developed by the University of Birmingham and the Social Care Institute for Excellence (SCIE).
Leadership and leadership of self
Leadership’s role in implementing strengths-based practice and demonstrating how effective leadership requires us to reflect on our interactions with others.
Leadership of teams and systems
Two leadership contexts which are central to the implementation of strengths-based practice – leadership of teams and systems.
Leadership of change
This section explores the two vital aspects of the change process – leading people and leading process.
Concluding the programme
This section encourages you to review and reflect on your journey through the programme.
View more- Bass, B. M. (1990). ‘From transactional to transformational leadership: Learning to share the vision’. Organizational Dynamics. Winter, 19-31.
- Boyatzis, R., & Boyatzis, R. E. (2006). An overview of intentional change from a complexity perspective. Journal of Management Development. Vol. 25 No. 7, pp. 607-623.
- Busch, T., & Murdock, A. (2014). Value-based leadership in public professions. Macmillan International Higher Education.
- Drucker, P. (1996). ‘Your leadership is unique’. Christianity Today International/Leadership Journal. Fall 1996, Vol. XVII, No. 4, Page 54.
- Gottlieb, L. N., Gottlieb, B., & Shamian, J. (2012). Principles of strengths-based nursing leadership for strengths-based nursing care: A new paradigm for nursing and healthcare for the 21st century. Nursing Leadership, 25(2), 38-50.
- Grint, K. (2010). Wicked problems and clumsy solutions: the role of leadership. In The new public leadership challenge (pp. 169-186). Palgrave Macmillan, London.
- Handy, C. (1992). ‘The language of leadership’. Frontiers of Leadership. Eds. Syrett and Hogg. Oxford: Blackwell.
- Kotter, J. (2013) Management Is (Still) Not Leadership. Harvard Business Review. Available at: Management is (still) not leadership (Downloaded 23.12.2020).
- Northouse, P. G. (2016). Leadership: Theory and practice. Sage publications.
- Rath, T. & Conchie, B. (2008) Strengths Based Leadership. Gallup Press.
- Research in Practice (2018) Leading strength-based practice frameworks. Dartington: Research in Practice.
- SCIE (2019) Leadership in strengths-based social care. Available at: Leadership in strengths-based social care.
- Silva, A. (2016). What is leadership? Journal of Business Studies Quarterly, 8(1), 1.
- Wong, C., & Cummings, G. (2009). Authentic leadership: a new theory for nursing or back to basics? Journal of Health Organization and Management. Vol. 23 No. 5, pp. 522-538.
- Zaleznik, A. (1977) Managers and Leaders: Are They Different? (Harvard Business Review Classic) Reprinted in 2004. Available at: Managers and Leaders: Are They Different? (Downloaded 23.12.2020).