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engaging in the study. Participants in roles traditionally considered leadership
roles were more likely to have had awareness of the strategy prior to the study.
The findings also demonstrated a difference in levels of awareness across
Programmes of Care. The study identified 5 participants (26.3% of those who
answered the question) having engaged in any training in respect of collective
styles of leadership with 8 participants (44.5% of those who answered the
question) reporting their current knowledge of collective leadership as limited or
very limited.
A variety of positive and negative experiences of collective leadership were
highlighted within the data while the study also identified a number of challenges
and opportunities for collective styles of leadership resulting from the Covid-19
pandemic.
Conclusions and Recommendations
While a small study, this service evaluation provides an evidence base in respect
of collective styles of leadership within Social Work in Northern Ireland, essential
to inform future leadership education plans (Duygulu and Kublay, 2011). While
there is evidence of positive experiences of collective styles of leadership, the
findings indicate that there is still work to be done. Further work is required to
enhance levels of awareness of the collective leadership strategy, understanding
of the concept of collective leadership and the values associated with it
alongside responsibilities on the parts of both individuals and organisations in
the aim of embedding a culture of collective leadership within the profession.
The study highlights that the Covid-19 pandemic has resulted in greater
organisational complexity requiring organisations to take a more collective
approach to leadership (Dewey et al., 2020). Further regional research in respect
of how collective leadership is embedding within Social Work across Northern
Ireland would be of benefit.
Name of researcher
Jillian Morris
Organisation South Eastern Health & Social Care Trust
Contact Details
jillian.morris@setrust.hscni.net