**9.1 Nature of social work organizations**

The study examined the nature, sizes and structures of organizations with the aim to establish the models appropriate for each organization from social work perspectives. The key findings show that social workers are employed in public, private and voluntary organisations local, national, regional and global moreover the nature of their job identifies more with the organisation than the profession to a great extent. The key findings also demonstrate that organizations have structures that require effective leadership from social work perspectives for them to implement their mandates successfully, especially to facilitate a move from a command-and-control culture or bureaucratic to encouraging compliance or democracy to the learning and adapting culture [16]. For that reason, social work organizations have outstanding contributions to make effect leadership; however, by drawing on its strong tradition and passion for service user empowerment and involvement [5]. The broad initiatives to understand social work perspectives as practiced in organizations are appreciated through understanding the different leadership styles and models used in different organizations. The study observed that various social work organizations are classified by types and can be understood by orientation and level of cooperation. These organizations by orientation for example have been identified to include charitable organizations, participatory organizations, advocacy and empowering organizations among others. The structures of social work organizations vary according to their sizes, and structures as some are locally based or community based organizations which have become more active in the rural areas. At any level however, it has been noted that social workers' leadership and organizations have been inadequately defined and understood by society for too long. Therefore, in this study, it was found lucid that understanding and paying allegiance to leadership in organizations from social work perspectives could perhaps be first achieved by calling on social workers to be captivated in the decades ahead which require democratic leadership where policies are established and decisions are made by the general populace rather than the authoritarian or laissezfaire types of leadership. So far, organizations have been inclined to practice the authoritarian or laissez-faire types of leadership styles which are alleged to be effective in military and religious organizations respectively. The obligation in social work has however been a major concern within the social work organizations because many organizations are using leadership styles which are not perfect in their service delivery for various reasons and in most cases beyond their control.

The study found that various organizations have chipped in trying to employ acceptable leadership models and approaches like democratic leadership style; closing gaps created in social work leadership. The desk review indicate that scores of organizations have so far continued to exercise the leadership styles for example authoritarian leadership approach that a number of organizations refer to as military where decisions are made by the leader or laissez-faire Christian leadership where little leadership is necessary. The key findings basically found that operating under such diverse and complex conditions has perpetuated social workers to adjust reluctantly which some researchers have considered it a major global challenge but perhaps less noticeable in the organizations of the developed countries. Moyo et al. [13] highlight that the use of assorted leadership styles is made more complicated by complicated social problems or ills such as unpredictable political, economic, and environmental conditions that are common in developing countries with increased natural disasters such as floods, and droughts as well as socio-economic and environmental challenges which are bound to determine the quality and effectiveness of leadership used in organizations. Though organizations have not taken legal and moral obligation to implement proper leadership theories to achieve the goals and to instigate the right leadership styles in series of severe droughts, floods disasters, socio-economic and environmental hardships experienced particularly in the Southern Africa countries including Zimbabwe. Haworth et al. [5] stress that this highly developed area of knowledge and practice is an important contribution the social work profession which could possibly contribute to the conceptualizations of leadership in organizations in every service delivery systems from social work perspectives.

Through grounded qualitative method using participative discussions in various organizations, the study found that social workers practice within confinements of organisations that determine the nature of activities and tasks they carry out using the task-centred approach in providing human services. The study noted that some social workers use these different social work leadership and theories or models for example the Task-cantered model which lays emphasis on a situation where a social worker breaks down a problem into manageable tasks. Even though social work is practiced in different organisational settings, the vast majority possess unique knowledge that allows them to understand individuals, families, groups and communities within their broad social and political contexts. The situation is demonstrated through upholding and promoting values of social work (importance of human relationships, integrity, social justice, service, dignity and worth of a person and competence) and defending them through evidence based practice, policy development, capacity building, counselling and networking. Above all, the key findings confirm that the ultimate goal of social workers in an organisation is to work towards achieving the organisation goals by incorporating knowledge, values and skills acquired through professional education, experience and socialization at local, national, regional and global level.

#### **9.2 Leadership and variable behaviours**

The primary data was grounded in qualitative data which was obtained through interviews and focus group discussions with statutory and non statutory organizations. On the other hand, secondary data were collected through desk reviews; journals, articles, books and websites, national reports and documents on different leadership models and information from social work organizations using different social work leadership styles at both local, national and international levels. The primary purpose of the study was to gain an appreciation of the different leadership and variable behaviours from social work perspectives. There are leadership theories and models with different levels of variable behaviours which are directive and supportive

#### *Perspective Chapter: Fostering Effective Leadership in Social Work Organisations DOI: http://dx.doi.org/10.5772/intechopen.106281*

behaviour. In this context, different styles are used by social work organizations in accordance with the diverse levels of confidence and skills exhibited by the frontline social workers. The first stage is the directing stage, where social workers are told the tasks they are supposed to be executed and closely monitored along the way. The leadership uses high directive and low supportive behaviour. The observation was that this is commonly used for entry level social workers, who have little experience, knowledge or confidence and low motivation level. The second stage noted is the coaching style, which is also referred to as selling style. The observation was that this may be used with newly qualified social workers who are highly motivated or more experienced social workers who are new to a certain position. The leadership in the organization guides the social workers by explaining why and how decisions are made and giving attention to the workers. The communication in this instance is at a level of equals and leadership often adopts an Open Door policy, where the social workers may approach the superiors at any time. Hence, it is called the selling stage because the leadership has to sell the tasks at hand to the social workers and convince them that they are able to achieve the tasks. In addition, there is also regular constructive feedback which helps the workers to build confidence and skills.

The third model is the supporting stage, also referred to as the participating stage. This is used when the social workers have the knowledge and skills to do the task but may lack confidence or are overwhelmed by the workload. The leadership uses a low level of directive and high level of supportive behaviour. Because of their experience and skill set, the social work is able to work so the low directive behaviour is good because the leadership avoids a situation where they may be imperious to the social worker. The high level of supportive behaviour helps the social work to gain the confidence they require to be able to undertake tasks with minimal supervision. The fourth and final model is the delegating model. This is used for social workers who have the necessary skills and knowledge and also possess the will power and confidence to carry out the tasks effectively. Social workers are keen on updating the leadership on the status of their tasks and various situations they may face. For the leadership, this is the most desirable model for the social workers to be in because there is very little supervision required. Situational leadership is therefore a very effective model because the leadership assesses the social workers on an individual level and adjusts according to each specific individual. Directing, coaching, supporting and delegating are all used interchangeably when working with different social workers. Individualization is a principle that is often applied when working with social work clients [26]. Social work leadership should therefore realise that individualization also applies to the social workers themselves. By assessing them on an individual, the leadership assumes a model that brings out the best in individual social workers. This improves the efficiency of the organization and aligns it with achieving the goals of the social work profession.

### **9.3 Theoretical approaches to leadership in organizations**

The study reviewed some of the theoretical approaches to leadership in organizations from social work perspectives. The study noted that the theoretical approaches in social work organizations are required to help the social workers understand that human beings are important with the sole purpose of fostering effective leadership that produce the services to meet the basic human needs of individuals, families, groups and society at large. These organisations use alternative theories to organizations from social work perspectives to foster effective moral work, upholding social

work values and principles that enhance people's social functioning. The professional and organisational competence in leadership is of paramount importance in both social work and non social work organizations. Mostly, teamwork and collective efforts using different leadership styles appropriate for social work organizations is deemed necessary for effective tasks and activities which lead to the achievement of its goals and objectives. In this context, the provision of organisational services and expert advice in both organizations was an indicative of an important aspect to all social work professionals. Also, within each organisation, fostering effective social work leadership as the management body has a function of constantly and continuously supporting for best ways to influence subordinates to accomplish the organisation goals and objectives [27]. The leaders achieve this by engaging in a continuous process of coordinating the human, financial and material resources using anyone of the social work theories and models. Thus any rules, policies and procedures guiding relationships and activities in an organisation are basically determined by leaders and this in turn determines the effectiveness of the organisation goals and objectives. Thus leadership in social work organisations possess professional and organisational competence and have expertise and knowledge needed across the whole organisation. For the organisation to grow and adapt to the ever changing community and societal needs and demands, social work leaders take much interest in change and innovation which eventually distinguishes them from managers that are more interested in preserving the status quo of the organisation.

### **9.4 Other leadership models used in social work organizations**

The study as well looked at other different models used in either social work organizations or non social work organizations from social work perspectives. Thus in pursuant to the findings of various studies conducted earlier, these organizations employ different models for example the crisis intervention model and the problem solving model among others. The problem-solving approach model for example is where a social worker facilitates an individual to identify a problem, create an action plan to solve the problem and implement the solution together. The social worker and individual both discuss the effectiveness of the problem-solving model and adjust it as necessary. Although organizational roles may limit the professional identity of social workers, their commitment to the principle of social justice distinguishes them from other professionals. For this particular study, the key findings demonstrate that because of various disasters experienced by some organizations for example during severe droughts, floods disasters, extreme food shortages, Covid-19 pandemic to mention but a few, these social work organizations use different theories and leadership styles as intervention strategies. However, under those diverse and complex socio-economic and environmental hardships, the study noted that sometimes these organisations fail to foster effective social work leadership models. As a result, the majority of social workers end up being not well organised, controlled or coordinated and may end up having a non-cooperative attitude resulting in unproductive leadership models applied. Often, it is fundamental to nurture or foster effective leadership in social work organisations in order to succeed meeting the basic needs of individuals, families, groups and communities. To add on, fostering effective leadership is quite essential deriving its power from the apt theoretical approaches that can be used to sustain successful and professional delivery of human services in the face of social, economic and political environments that are continuously changing. In this respect, leaders are obliged to set optimistic goals and objectives as these are the ones taking

#### *Perspective Chapter: Fostering Effective Leadership in Social Work Organisations DOI: http://dx.doi.org/10.5772/intechopen.106281*

charge and control of the operations of an organisation towards the attainment of the intended goals and objectives.

To add on, the success of social work organisations in today's world is characterised by sophisticated technology which is increasingly and constantly changing and relies on a transformational leadership model as a means for social workers to execute theories in their social work practice. The cognitive behaviour model and the task centred model for example are also some of the models applied in organizations to address the challenges from social work perspectives. Under crisis situations like COVId-19 pandemic and forced displacement due to floods disasters, growing empirical evidence demonstrates that transformational leaders in social work organizations involves more innovative strategies to instil creativity in their subordinates, which strongly correlates with high employee satisfaction rates, productivity and decreases attrition rates. In essence, transformational leaders develop a vision that is followed by employees accomplishing the set goals and objectives of an organisation. Thus effective leadership is enhanced through appropriate leadership skills to influence and motivate employees to strengthen a positive organisation culture as well as favourable provision of employee benefits such as health care insurance, workers compensation and leave benefits among others [28]. The key findings of the desk review and qualitative data from interviews and participative discussions was obtained by re-evaluating governmental and social work organizations leadership models and the scope of social worker's responsibilities. The effectiveness of leadership in organization was also provided by reviewing academic and NGO literature to identify current thinking and analysis of critical factors and trends relevant to the leadership models in organizations prom social work perspectives whether transformational models, cognitive model, task centred, crisis intervention and extract major elements of knowledge. Again, data was accessed in journals, books, articles and websites, national reports and documents on different leadership theories and models as well as information from social work organizations that are using different social work leadership theories and models. Following this fundamental comprehensive evaluation, our study concludes that the current models have been developed and tested elsewhere but however, there is still need to develop other models suited to the locally based small organizations which are experiencing severe hardships in the form of cyclical droughts, floods disasters, socio-economic and environmental conditions unexpectedly. These key findings therefore suggest that leaders ought to have the following attributes to foster effective leadership in social work organisations from social work perspectives:

Strong leadership ability depicted in a person's behaviour, thus leaders should be role models to their subordinates. To gain trust and admiration from employees a leader must be able to produce good results and achieve the goals of the organisation and it advertently inclines their values, attitudes, beliefs and behaviour toward work values and ethics which will results in consistency in service delivery. Leaders with strong leadership qualities are also charismatic and have great influence on how workers carry out their tasks and activities in the direction of achieving the organisation goals and objectives.

Leaders to have a clear vision for the future of the organisation through investing in research and development. Research promotes evidence based practice which focuses on informing decision making based on evaluating existing research and knowledge. Essentially, leaders should organise staff development training and education programmes (workshops and conferences) where workers learn from others on effective and efficient ways of delivering human services. In addition, leaders need to keep abreast with the contemporary needs and demands of individuals, families, groups and communities and bring to light the necessary reforms that will take the organisation into a brighter future.

Inspirational motivation is required from leaders. Leaders should encourage employees to commit to attaining the set goals and objectives of an organisation on individual basis as well as a group or team. In doing this, leaders should demonstrate enthusiasm and optimism by accelerating the flow of information and knowledge across boundaries of the organisation, thereby encouraging workplace relationships. Employees should also be motivated through giving them a provision for retreats and workplace events that create opportunities for socialisation.

Workers need intellectual stimulation which increases their innovation. Innovative leaders instil creativity in workers to encourage them to approach problems in new ways. Creativity also thrives in collaboration of ideas from people across the organisation with different backgrounds, thinking styles and expertise (for example, in a hospital setting). When workers value collective innovation diverse perspectives are captured that foster effective and efficient human service delivery.

Leaders need not be selfish. They should prioritise the individual needs of the workers, serving as mentors, advisors, advocates and coaches taking into account individual needs within a group. Catering for individual needs also requires listening and emotional control; as such leaders should develop patience and understanding as well as being accommodative to change and criticism. Good communication and transparency, in addition, cements a good relationship between the leader and individuals resulting in fostering collaboration needed for effective provision of human services.
