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Depending on your role, you might be thinking ‘why should I be concerned about management and leadership?’ At work and in life generally, we’re all affected by the leadership and management of those who have connections to us. This might be felt through central or local government directives, the effect of NHS targets and priorities on local services we access, or the operation of a day care of children service you use or work in. Your experience of leadership and management will be influenced by:
You may or may not have a formal management role in your work, but you will have a view on how you experience management practice in your organisation. There will also be elements of self-management and managing relationships in how you work with colleagues and the people who use your service, as well as tasks you are required to manage in your daily work. This also applies to leadership in terms of the leadership capabilities you exercise in your practice and how you experience and support the leadership of others.
Management and leadership qualities often overlap but there are distinct differences in the skills that each one requires. It is important to understand the difference between the two. Management typically concentrates on the processes which support an organisation to run smoothly. This may include planning, budgeting, staffing and solving problems. Leadership usually believes in establishing a vision and supporting people to achieve goals (Kotter, 2012).
Research identifying what good leadership looks like in Scotland’s social services (SSSC, 2016) highlights ‘there has been little discussion of how management and leadership interrelate’ and how it’s important not to forget the role of good management when thinking about what good leadership looks like (p28-29).
The Enabling leadership research proposes a theory of change and an associated Leadership Logic Model. These identify attributes and behaviours which characterise leadership and which can lead to the achievement of positive outcomes.
The strategy for enhancing the leadership capability of Scotland’s social services (SSSC, 2017), highlights that: ‘Managers and strategic leaders will be aware of the connection and difference between their management and leadership role and will use their knowledge and skills in these areas appropriately’ (p10).
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Everyone's leadership learning is different. We've put together a selection of tools to help you assess where you are now and what you want to achieve on your leadership journey.
These set a clear benchmark in standards for professional skills, honesty and integrity. Whilst they do not mention leadership specifically, many of the Codes relate to aspects of leadership capability.
Codes of Practice