Developing a workbased leadership programme in the UK social care sector

• Published in: The journal of workplace learning 2009-08, Vol.21 (6), p.465-476
• Main Authors: McCray, Janet, Palmer, Adam
• Format: Article
• Language: English
• Subjects: Action learning; Action research; England; Leadership; Social care; Workplace learning
• ISSN: 1366-5626
• DOI: 10.1108/13665620910976748

Purpose The purpose of this paper is to present a case study of the application of action research in the design of a degreelevel leadership skills programme in the English social care sector. Designmethodologyapproach The action research study involved four formal semistructured interviews with strategic leaders in the social care sector and three focus groups with managers. The paper captures some of the reflections of university lecturers who are both researchers and collaborative partners in the project in its early stages. Findings The findings demonstrate consensus in the sector at regional strategic and organisational level about leadership skills required for future service models. Research limitationsimplications The sample remains small however, the findings may have relevance for leadership development planning for social care in other regions of England, as the personalised care agenda gains momentum and services need to realign. Service users were not part of the focus groups and future activity that builds on this preliminary study may need to redress this. The implications of the research are that it offers a model of collaboration between a university and the workplace to support change through learning. Practical implications There is potential for a sector or an organisation to access management development accredited by a university that meets its needs, is focused, relevant and provides a model for continuing learning beyond the programme. Originalityvalue The paper brings together a range of wellestablished concepts in action research, reflective practice and learning to help deliver change through collaboration. It explores the new demands being placed on care leaders in the independent social care sector when many international governments are facing fiscal challenges which may require care sector reform.