**6. Leadership gaps in social work organizations**

Generally within the social work organizations, some gaps from social work perspectives have been substantial over the past decades. Due to the global complexities and diversities of the evolving organizations and resource constraints at different levels, some social workers have been seen throwing in to their failures to achieve the desired social work organization goals and objectives. In that regard, most social workers have seemed to use the wrong leadership models either used in religious fraternities or the military styles used in academy which obviously do not match with the evolving diversities and complexities of the evolving social work organizations from the onset. Moreover, it has been confirmed by Taylor [17] who observed that teaching on organizational leadership skills has been largely absent from the social work education curriculums. Thus unskilled and uninformed social workers in organizations have been operating in predicaments using inappropriate leadership brands to suit their current situation. Hafford-Letchfield et al. [6] suggest that understanding the organization's style of operation is crucial, for example, whether professionals expected to operate relatively independently or are they expected to rely heavily on the direction of their supervisors. In searching for acceptable leadership category from a social work perspectives, Harworth et al. [5] citing in Lawler and Bilson; Holosko; Perlmutter agree that there is limited attention to leadership in social work education and a potential incongruence between education for frontline practice and education for leadership. In social work organizations, leadership approaches using the leadership styles generally used in spiritual organizations and armed forces which are not appropriate for social work organizations have been alleged to create ongoing leadership tensions and pressures. Bolzan [18] citing in Alston and McKinnon [19]
