Theories Of Management And Leadership
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OUTCOME 1
Theories of management and leadership
Trait theory : People are born with inherited traits, some of which are suited to leadership, people who make good leaders have the right or sufficient number of traits.
Command and control theory: Only leader knows best – context, issues, solutions. Leader is expert and is the only person with the complete overview.
Others follow willingly, or through power and pressure. Characterised by status, sought control, hierarchy and power differentials. What matters is will, fortitude, courage (and being right!).
Transactional theory: People are extrinsically motivated; reward and punishment works. Social systems work best with a clear chain of command, When people agree to do a job, …show more content…
a part of the deal is that they cede all authority to their manager. The primary purpose of a sub-ordinate is to do what their manager tells them
Situational theory : The best action of the leader depends on a range of situational factors, notably the motivation, commitment and capability of followers.
Visionary theory: People will follow a leader who inspires them. Leader creates compelling images and visions, tells stories, and thereby creates energy to move towards a bright future. people will follow a leader with passion who inspires them, often with devotion. Effective when people need motivating and in times of change.
Relational: It’s personal! Leadership happens between people, in the moment.
Not the property of leader or follower but of their interaction. Context is all important and is to be worked not fought. Leader is in charge but not in control. Containing anxiety and becoming the leader you can be (rather than ought to be) are central.
Participative Leadership: Involvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions.
People are more committed to actions where they have involved in the relevant decision-making. People are less competitive and more collaborative when they are working on joint goals.
Contingency theory : The leader 's ability to lead is contingent upon various situational factors, including the leader 's preferred style, the capabilities and behaviours of followers and also various other situational factors. Contingency theories are a class of behavioural theory that contend that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others.
An effect of this is that leaders who are very effective at one place and time may become unsuccessful either when transplanted to another situation or when the factors around them change.
Over time, several core theories about leadership have emerged. These theories fall into four main categories: Trait theories, Behavioural theories, Contingency theories, Power and influence theories.
"Transformational leadership," is the most effective style to use in most business situations. However, you can become a more effective leader by learning about these core leadership theories, and understanding the tools and models associated with each one.
References
• Avolio B. et al (2009). Leadership: current theories, research and future direction. Annu. Rev. Psychol. 60: 421-49
• Binney G. (2005)Living Leadership: A Practical Guide for Ordinary Heroes. Prentice Hall
• Nevicka et. al (2013) Uncertainty enhances the preference for narcissistic leaders. European Journal of Social Psychology
Application of theories to a relevant settings.
John Adair in the 1960s noted that the effective leaders met three sets of needs:-
The needs of the task
The needs of the team undertaking the task
The needs of each individual within the team
He shifted the attention from describing the behaviour of the leader to understanding the needs of the situation in these three key areas .Each group, team and organisation has it own unique culture, made up as follows:-A leader needs to establish a real partnership with the rest of the organisation to meet its aims and treat people as partners; they will respond accordingly.
Adair looks at how it is important to look at the team and the individual staff member as well as the task which needs performing. An effective leader needs to review work methods, shift patterns, staff timetables
Mintzberg characterizes management using three categories and 10 roles, each of which displays critical managerial skill sets useful for leaders in a variety of contexts.
Interpersonal roles include: Figurehead, Leader, and Liaison.
Informational roles include: mentor, disseminator, and spokesman.
Decisional roles include: entrepreneur, disturbance handler, resource allocator, and negotiator.
It is important to recognize that no single manager can be all things to all people at once. Good management requires assessing which role is appropriate when, alongside if new talent is required to complement one 's skill set.
He feels you should review your own leadership and management skills and adapt to the situation.
Depending on the situation a effective manager must adapt her style. It would be no good being a Participative Leader in a emergency Cardiac arrest situation where you may ask others opinions and discuss joint goals in this situation a transactional theory would be best used whereby orders are given and must be precisely followed.
When delegating responsibilities i.e. : infection control link or Moving and handling link it would be advisable to use the Trait theory and look at peoples strengths, weaknesses and choose the person who has the best traits for the job.
It would be useful to use the Participative Leadership theory when making changes which you need staff to feel motivated and involved in, sometimes our care staff know the answer to a problem and a brainstorming exercise can bring out ideas from them which they are more inclined to follow i.e.: Meal times being very rushed, by brainstorming staff agreed to change their break time until later if we used command and control theory then staff may be angry and resentful that we have changed their break however if participative leadership used they will hopefully embrace the idea as their own and make the changes happily.
Influences of organisational values and cultural context on how theories and models of management and leadership are applied.
Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behaviour. Administrators usually adjust their leadership behaviour to accomplish the mission of the organization, and this could influence the employees ' job satisfaction. It is therefore essential to understand the relationship between organizational culture, leadership behaviour and job satisfaction of employees.
The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behaviour and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.
When looking at being a good leader the importance of norms, rituals, personality mix of staff, the service user’s behaviour all need to be considered.
A effective leader will factor in the organisational culture i.e. : culture of blame, perception of manager, bullying, scapegoats, existing work related values in the setting i.e. working to complete tasks, commitment to the organisation into their leadership model and theory.
A unhappy team will make unhappy service users.
Hsc3067
Outcome 2
Evaluate the interdependencies between leadership and management
Leadership: Doing the Right Things
We can operationally define leadership as influencing the behaviour of others toward goal accomplishment. Leadership is an effectiveness-based concept of "Doing the right things."
The leader 's role is primarily a strategic one.
The leader must set the overall tone for the organizational culture, the very environment in which everyone will operate and which pervades all aspects of the organization 's work. The leader 's role in shaping the vision and the mission, and the statements which express them, is essential in this regard, since the vision and the mission serve as the beacons for all focused energies and activities. Indeed, the vision and mission are sometimes collectively called the strategic direction, in recognition of their overarching effect on guiding all other facets of the operation toward the "right things," whatever those may be for any given organization at any given point in …show more content…
time.
Management: Doing Things Right
We can operationally define management as controlling and integrating resources to
Accomplish organizational goals. Management is also an efficiency-based concept of "doing things right."
If leadership deals with the strategic level, then management is concerned with tactical realm. Tactics are the detail work, the nuts-and-bolts pragmatic enterprises that occupy the most time of the most people in any organization, or what would usually be considered the actual job. Management involves taking these activities and organizing them for maximum efficiency and productivity or, in other words, "doing things right."
Although the two concepts are often addressed as if they were entirely separate, a person may function as both a leader and a manager.
Leadership and management are not the same but, in the healthcare field both leadership and management skills are needed.
A manager can be a leader but, a leader is not necessarily going to be a manager. A manager is appointed to ensure that the patient is well taken care of by the healthcare employees and to ensure policy and procedures are followed by the employees. A leader is someone that goes above and beyond to care for the patients. Examples of leadership include: walking by a room of a patient and seeing the aid struggle with the care of a patient and offering to help and teaching them better ways of handling the situation or possibly walking by the room of another nurse and hearing the patient crying and going in to check on the patient. Example of management: manager walks by a room and finds an employee performing a procedure differently from the way that company policies and procedures dictate and writes the employee up for not following policies and
procedures.
The interdependence of management and leadership is necessary to ensure promotion of harmony and common goals within the setting, recognition of skills and expertise of others. The promotion of staff relations and liaison with staff are key but so are the correct following of in-house procedures and policy’s and working for maximum efficiency. It appears that we need both management and leadership in any work place.
Conflicts between application of management and leadership models
Conflicts can occur when different models of leadership are used.
Blake and Mouton 1978 The Managerial Grid is based on two behavioural dimensions:
Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task.
Concern for Results – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
The manager and leader can struggle if there is not effective communication and a common goal.
The manager can often be seen by the team as the Boss and authority and can be seen less favourably by the team than the leader who can be seen to be more understanding of the problems within the team.
In our work place after a redevelopment our manager was very keen to admit service users to fill our beds however the leaders felt that we needed to ensure staff in place and properly trained and that we were able to maintain our high standards of care.
It was important to find a compromise between the managers and leaders different views and goals which was done with good communication and compromise.
The conflicts can be due to perceived disregard for relationships, individual personality clashes, conflicts between achieving objectives and meeting the holistic needs of service users, concern for people versus meeting targets and meeting needs.
A command and control leader who demands a task is done and a participative leader who wishes to involve all in the process and has concern for the pressure getting the task done will put on a team can cause conflicts within the workplace and lead to poor leadership if the leader does not share the vision of the manager.
How can conflicts be addressed
It is vital that good communication links exist between managers and leaders they will need to be honest and recognise each others different views and styles of leadership. They will need to focus on issues and find solutions and agree common goals that can be achieved.
They may need to adapt the leadership theory to make a compromise which will overcome the conflict.
It is essential that they avoid a blame culture and form a united front in which to deal with the conflict. An honest reflection on what caused the conflict and your own contribution is essential to enable learning and prevention of further conflicts.
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OUTCOME 3
Skills for manager
Good communication skill. Effective listening and clear commands
Ability to build relationships with all staff
Team development
Project management
Time management
Problem solving
Plan ahead
Ability to do admin work
Ability to build rapport
Establish team goals
Gain contributions from others, motivate enthusiasm for plans, concepts and ideas, empathy
Listen to others views,
Recognition of conflict
Skills for leader
Human relations skills
Articulating vision
Setting goals
Inspiring others
Ability to build rapport
Empathy
Ability to motivate and build a team
Establishing team and organisational goals,
Gaining others contributions
Good communication skills
Problem solving
Conflict resolution
Use of SMART
Creative thinking skills
Self awareness
Reason for having both sets of skills
The two roles are interdependent and require both sets of skills to enable effective delegation of work and promotion of a seamless approach to leading teams. The two roles are very similar and a good manager can be a good leader.
Leaderships influence on organisation values.
The need to adhere to organisational policies and procedures and relevant legislation and ethics whilst recognising the importance of individuals and inspiring pride in the organisation and the commitment to organisational goals in terms of quality and care and support for individuals.
A good leader will inspire a team to work to the common goals of the organisation whilst resolving problems within the workplace.
In our workplace we had a building which made moving and handling difficult, the team needed good leadership which discussed the need for added equipment to ensure all policies and procedures and legislation was followed.
Reasons for adapting leadership skills to situations.
A good leader will demonstrate flexibility to teams and service users. Their will be times when a command control style will be needed i.e. a emergency situation and times where you would need to use situational style is needed to adapt the solution to fit the problem.
Each individual team member and service user has their own needs and personality and a one size fits all style would not work in effective leadership.
HSC3067
OUTCOME 4
Identify factors which influence policy drivers
The factors which drive formulation and implementation of policy are determined by Government legislation and policy and changes to them which may be influenced by media or action groups and ethical considerations e.g. human rights. The resources available and the financial constraints on the company are considerations as well as having the appropriate qualified staff and the right equipment and time to implement the policies.
Recently a high court judgement on the Deprivation of liberty’s has changed the law in respect to who is deprived of their liberty and who needs to be referred for a deprivation of liberty order. This has meant we have had to change our working practice requiring staff to be trained and more time allocated to administration etc.
The recent changes in inspections from CQC has meant as a company we are reviewing our policies and practice to ensure we are able to comply with the new standards and inspections.
There are factors which influence policy themes and trends which have an impact on leadership and management such as integration of services, partnership working across statutory, private and voluntary sectors. Also the combination of changes in society’s needs i.e. increase in dementia requiring a new dementia challenge from the government, and children asylum seekers influencing government changes to how we will protect children across UK borders.
The introduction of the Safeguarding vulnerable adults team and Deprivation of Liberty safeguards has had a big effect on both our working practice and our policies and procedures at my workplace.
There are occasions when high profile cases in the media will affect changes in policy causing an impact on management and leadership.
The recent investigation by CQC into their failings to regulate the Orchid View southern cross care home has had a direct impact on how we as a service will be inspected in the future which has led to us looking at our staff training and competencies within our organisation.
There have been many high profile cases which have changed the law. The Cheshire west judgement on deprivation of liberty’s has changed who now fits the criteria for the deprivation of liberty order.
The children’s act 1989 was made following the Cleveland case and subsequent inquiries
The Soham murders and subsequent bichard inquiry led to the safeguarding vulnerable group’s act 2006 which has introduced a barring and vetting system to enable organisations to vet prospective employers.
The winterbourne view abuse has led to proposals by the law commission for a complete overhaul of adult care.
Changes to law or statutory policies such as social care act 2014 have made a huge impact on our service as has infection control guidelines and manual handling laws.
The management and leadership need to adapt and change policies and procedures to comply with the laws and staff training and implementation are needed to ensure all staff are aware of new policies and procedures and are adhering to them.
OUTCOME 1
Theories of management and leadership
Trait theory : People are born with inherited traits, some of which are suited to leadership, people who make good leaders have the right or sufficient number of traits.
Command and control theory: Only leader knows best – context, issues, solutions. Leader is expert and is the only person with the complete overview.
Others follow willingly, or through power and pressure. Characterised by status, sought control, hierarchy and power differentials. What matters is will, fortitude, courage (and being right!).
Transactional theory: People are extrinsically motivated; reward and punishment works. Social systems work best with a clear chain of command, When people agree to do a job, …show more content…
a part of the deal is that they cede all authority to their manager. The primary purpose of a sub-ordinate is to do what their manager tells them
Situational theory : The best action of the leader depends on a range of situational factors, notably the motivation, commitment and capability of followers.
Visionary theory: People will follow a leader who inspires them. Leader creates compelling images and visions, tells stories, and thereby creates energy to move towards a bright future. people will follow a leader with passion who inspires them, often with devotion. Effective when people need motivating and in times of change.
Relational: It’s personal! Leadership happens between people, in the moment.
Not the property of leader or follower but of their interaction. Context is all important and is to be worked not fought. Leader is in charge but not in control. Containing anxiety and becoming the leader you can be (rather than ought to be) are central.
Participative Leadership: Involvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions.
People are more committed to actions where they have involved in the relevant decision-making. People are less competitive and more collaborative when they are working on joint goals.
Contingency theory : The leader 's ability to lead is contingent upon various situational factors, including the leader 's preferred style, the capabilities and behaviours of followers and also various other situational factors. Contingency theories are a class of behavioural theory that contend that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others.
An effect of this is that leaders who are very effective at one place and time may become unsuccessful either when transplanted to another situation or when the factors around them change.
Over time, several core theories about leadership have emerged. These theories fall into four main categories: Trait theories, Behavioural theories, Contingency theories, Power and influence theories.
"Transformational leadership," is the most effective style to use in most business situations. However, you can become a more effective leader by learning about these core leadership theories, and understanding the tools and models associated with each one.
References
• Avolio B. et al (2009). Leadership: current theories, research and future direction. Annu. Rev. Psychol. 60: 421-49
• Binney G. (2005)Living Leadership: A Practical Guide for Ordinary Heroes. Prentice Hall
• Nevicka et. al (2013) Uncertainty enhances the preference for narcissistic leaders. European Journal of Social Psychology
Application of theories to a relevant settings.
John Adair in the 1960s noted that the effective leaders met three sets of needs:-
The needs of the task
The needs of the team undertaking the task
The needs of each individual within the team
He shifted the attention from describing the behaviour of the leader to understanding the needs of the situation in these three key areas .Each group, team and organisation has it own unique culture, made up as follows:-A leader needs to establish a real partnership with the rest of the organisation to meet its aims and treat people as partners; they will respond accordingly.
Adair looks at how it is important to look at the team and the individual staff member as well as the task which needs performing. An effective leader needs to review work methods, shift patterns, staff timetables
Mintzberg characterizes management using three categories and 10 roles, each of which displays critical managerial skill sets useful for leaders in a variety of contexts.
Interpersonal roles include: Figurehead, Leader, and Liaison.
Informational roles include: mentor, disseminator, and spokesman.
Decisional roles include: entrepreneur, disturbance handler, resource allocator, and negotiator.
It is important to recognize that no single manager can be all things to all people at once. Good management requires assessing which role is appropriate when, alongside if new talent is required to complement one 's skill set.
He feels you should review your own leadership and management skills and adapt to the situation.
Depending on the situation a effective manager must adapt her style. It would be no good being a Participative Leader in a emergency Cardiac arrest situation where you may ask others opinions and discuss joint goals in this situation a transactional theory would be best used whereby orders are given and must be precisely followed.
When delegating responsibilities i.e. : infection control link or Moving and handling link it would be advisable to use the Trait theory and look at peoples strengths, weaknesses and choose the person who has the best traits for the job.
It would be useful to use the Participative Leadership theory when making changes which you need staff to feel motivated and involved in, sometimes our care staff know the answer to a problem and a brainstorming exercise can bring out ideas from them which they are more inclined to follow i.e.: Meal times being very rushed, by brainstorming staff agreed to change their break time until later if we used command and control theory then staff may be angry and resentful that we have changed their break however if participative leadership used they will hopefully embrace the idea as their own and make the changes happily.
Influences of organisational values and cultural context on how theories and models of management and leadership are applied.
Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behaviour. Administrators usually adjust their leadership behaviour to accomplish the mission of the organization, and this could influence the employees ' job satisfaction. It is therefore essential to understand the relationship between organizational culture, leadership behaviour and job satisfaction of employees.
The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behaviour and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.
When looking at being a good leader the importance of norms, rituals, personality mix of staff, the service user’s behaviour all need to be considered.
A effective leader will factor in the organisational culture i.e. : culture of blame, perception of manager, bullying, scapegoats, existing work related values in the setting i.e. working to complete tasks, commitment to the organisation into their leadership model and theory.
A unhappy team will make unhappy service users.
Hsc3067
Outcome 2
Evaluate the interdependencies between leadership and management
Leadership: Doing the Right Things
We can operationally define leadership as influencing the behaviour of others toward goal accomplishment. Leadership is an effectiveness-based concept of "Doing the right things."
The leader 's role is primarily a strategic one.
The leader must set the overall tone for the organizational culture, the very environment in which everyone will operate and which pervades all aspects of the organization 's work. The leader 's role in shaping the vision and the mission, and the statements which express them, is essential in this regard, since the vision and the mission serve as the beacons for all focused energies and activities. Indeed, the vision and mission are sometimes collectively called the strategic direction, in recognition of their overarching effect on guiding all other facets of the operation toward the "right things," whatever those may be for any given organization at any given point in …show more content…
time.
Management: Doing Things Right
We can operationally define management as controlling and integrating resources to
Accomplish organizational goals. Management is also an efficiency-based concept of "doing things right."
If leadership deals with the strategic level, then management is concerned with tactical realm. Tactics are the detail work, the nuts-and-bolts pragmatic enterprises that occupy the most time of the most people in any organization, or what would usually be considered the actual job. Management involves taking these activities and organizing them for maximum efficiency and productivity or, in other words, "doing things right."
Although the two concepts are often addressed as if they were entirely separate, a person may function as both a leader and a manager.
Leadership and management are not the same but, in the healthcare field both leadership and management skills are needed.
A manager can be a leader but, a leader is not necessarily going to be a manager. A manager is appointed to ensure that the patient is well taken care of by the healthcare employees and to ensure policy and procedures are followed by the employees. A leader is someone that goes above and beyond to care for the patients. Examples of leadership include: walking by a room of a patient and seeing the aid struggle with the care of a patient and offering to help and teaching them better ways of handling the situation or possibly walking by the room of another nurse and hearing the patient crying and going in to check on the patient. Example of management: manager walks by a room and finds an employee performing a procedure differently from the way that company policies and procedures dictate and writes the employee up for not following policies and
procedures.
The interdependence of management and leadership is necessary to ensure promotion of harmony and common goals within the setting, recognition of skills and expertise of others. The promotion of staff relations and liaison with staff are key but so are the correct following of in-house procedures and policy’s and working for maximum efficiency. It appears that we need both management and leadership in any work place.
Conflicts between application of management and leadership models
Conflicts can occur when different models of leadership are used.
Blake and Mouton 1978 The Managerial Grid is based on two behavioural dimensions:
Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task.
Concern for Results – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
The manager and leader can struggle if there is not effective communication and a common goal.
The manager can often be seen by the team as the Boss and authority and can be seen less favourably by the team than the leader who can be seen to be more understanding of the problems within the team.
In our work place after a redevelopment our manager was very keen to admit service users to fill our beds however the leaders felt that we needed to ensure staff in place and properly trained and that we were able to maintain our high standards of care.
It was important to find a compromise between the managers and leaders different views and goals which was done with good communication and compromise.
The conflicts can be due to perceived disregard for relationships, individual personality clashes, conflicts between achieving objectives and meeting the holistic needs of service users, concern for people versus meeting targets and meeting needs.
A command and control leader who demands a task is done and a participative leader who wishes to involve all in the process and has concern for the pressure getting the task done will put on a team can cause conflicts within the workplace and lead to poor leadership if the leader does not share the vision of the manager.
How can conflicts be addressed
It is vital that good communication links exist between managers and leaders they will need to be honest and recognise each others different views and styles of leadership. They will need to focus on issues and find solutions and agree common goals that can be achieved.
They may need to adapt the leadership theory to make a compromise which will overcome the conflict.
It is essential that they avoid a blame culture and form a united front in which to deal with the conflict. An honest reflection on what caused the conflict and your own contribution is essential to enable learning and prevention of further conflicts.
HSC3067
OUTCOME 3
Skills for manager
Good communication skill. Effective listening and clear commands
Ability to build relationships with all staff
Team development
Project management
Time management
Problem solving
Plan ahead
Ability to do admin work
Ability to build rapport
Establish team goals
Gain contributions from others, motivate enthusiasm for plans, concepts and ideas, empathy
Listen to others views,
Recognition of conflict
Skills for leader
Human relations skills
Articulating vision
Setting goals
Inspiring others
Ability to build rapport
Empathy
Ability to motivate and build a team
Establishing team and organisational goals,
Gaining others contributions
Good communication skills
Problem solving
Conflict resolution
Use of SMART
Creative thinking skills
Self awareness
Reason for having both sets of skills
The two roles are interdependent and require both sets of skills to enable effective delegation of work and promotion of a seamless approach to leading teams. The two roles are very similar and a good manager can be a good leader.
Leaderships influence on organisation values.
The need to adhere to organisational policies and procedures and relevant legislation and ethics whilst recognising the importance of individuals and inspiring pride in the organisation and the commitment to organisational goals in terms of quality and care and support for individuals.
A good leader will inspire a team to work to the common goals of the organisation whilst resolving problems within the workplace.
In our workplace we had a building which made moving and handling difficult, the team needed good leadership which discussed the need for added equipment to ensure all policies and procedures and legislation was followed.
Reasons for adapting leadership skills to situations.
A good leader will demonstrate flexibility to teams and service users. Their will be times when a command control style will be needed i.e. a emergency situation and times where you would need to use situational style is needed to adapt the solution to fit the problem.
Each individual team member and service user has their own needs and personality and a one size fits all style would not work in effective leadership.
HSC3067
OUTCOME 4
Identify factors which influence policy drivers
The factors which drive formulation and implementation of policy are determined by Government legislation and policy and changes to them which may be influenced by media or action groups and ethical considerations e.g. human rights. The resources available and the financial constraints on the company are considerations as well as having the appropriate qualified staff and the right equipment and time to implement the policies.
Recently a high court judgement on the Deprivation of liberty’s has changed the law in respect to who is deprived of their liberty and who needs to be referred for a deprivation of liberty order. This has meant we have had to change our working practice requiring staff to be trained and more time allocated to administration etc.
The recent changes in inspections from CQC has meant as a company we are reviewing our policies and practice to ensure we are able to comply with the new standards and inspections.
There are factors which influence policy themes and trends which have an impact on leadership and management such as integration of services, partnership working across statutory, private and voluntary sectors. Also the combination of changes in society’s needs i.e. increase in dementia requiring a new dementia challenge from the government, and children asylum seekers influencing government changes to how we will protect children across UK borders.
The introduction of the Safeguarding vulnerable adults team and Deprivation of Liberty safeguards has had a big effect on both our working practice and our policies and procedures at my workplace.
There are occasions when high profile cases in the media will affect changes in policy causing an impact on management and leadership.
The recent investigation by CQC into their failings to regulate the Orchid View southern cross care home has had a direct impact on how we as a service will be inspected in the future which has led to us looking at our staff training and competencies within our organisation.
There have been many high profile cases which have changed the law. The Cheshire west judgement on deprivation of liberty’s has changed who now fits the criteria for the deprivation of liberty order.
The children’s act 1989 was made following the Cleveland case and subsequent inquiries
The Soham murders and subsequent bichard inquiry led to the safeguarding vulnerable group’s act 2006 which has introduced a barring and vetting system to enable organisations to vet prospective employers.
The winterbourne view abuse has led to proposals by the law commission for a complete overhaul of adult care.
Changes to law or statutory policies such as social care act 2014 have made a huge impact on our service as has infection control guidelines and manual handling laws.
The management and leadership need to adapt and change policies and procedures to comply with the laws and staff training and implementation are needed to ensure all staff are aware of new policies and procedures and are adhering to them.