Social work clinical leadership in allied health
Keywords:health social work, social work leadership, allied health providers,
AbstractOne of the main issues in the health environment today is the need for clinical leadership. This includes the leadership of social work within the grouping ‘allied health’. Over recent years Allied Health Directors have emerged within District Health Boards (DHBs) and the author currently holds one of these positions and is the only social worker to do so. Social workers are the largest profession within the allied health group and have the knowledge, skills and attributes to provide direction within this group of many different professions. The challenges of defining and uniting allied health provides social workers with many opportunities, however we need to market and position ourselves strategically in our organisations. This article provides a case study of the Allied Health Director role at MidCentral Health and will examine how the role came about, the context of the organisation and the organisation’s current structure. Key issues in defining allied health will be explored including the tensions and concerns among professionals of being viewed as a generic group. There are challenges and opportunities for social work within the health environment and this brief paper explores how we can both utilise and develop our skills, knowledge and practice to provide allied health with unity and direction.
Allied Health Professionals Association’s Forum. www.ahpaf.wellington.net.nz
Auslander, G. (2000). Outcomes of social work intervention in health settings. Social Work in Health Care, 31(2), 31-46.
Bland, R., & Renouf, N. (2001). Social work and the mental health team. Australasian Psychiatry, 9(3), 238-241.
Boyce, R. (1997). Health sector reform and professional power, autonomy and culture: The case of Australian allied health professions. In R. Hugman, M. Peelo, & K. Soothill (Eds.), Concepts of care developments in health and social welfare (pp. 74-98). London: Edward Arnold.
Boyce, R. (2006). Using organisation as a strategic resource to build identity and influence. In R. Jones & F. Jenkins (Eds.), Managing and leading in allied health (pp. 85-99). Oxford: Radcliffe Publishing.
Boyce, R. (2008). Why ‘allied health works: Building sustainable futures. Keynote address, Inaugural New Zealand Allied Health Conference, Auckland.
Callen, V. J., Gallois, C., Mayhew, M. G., Grice, T. A., Tluchowska, M., & Boyce, R. (2007). Restructuring the multiprofessional organisation: Professional identity and adjustment to change in a public hospital. Journal of Health and Human Services Administration, Spring, 448-477.
Coulshed, V., Mullender, A., Jones, D., & Thompson, N. (2006). Management in social work (3rd ed.). Hampshire: Palgrave Macmillan.
Dane, B. O., & Simon, B. L. (1991). Resident guests: Social workers in host settings. Social Work, 36(3), 208-213.
Dawson, D. (2001). Carving an identity for allied health. Australian Health Review, 24(4), 119-127.
District Health Boards New Zealand. (2008). HWIP base data report (snapshot as at 30 September 2008). Retrieved 14 April 2009 from: http://www.dhbnz.org.nz/Site/Future_workforce/HWIP/DHB_Base_Data_Reports.aspx
Dziegielewski, S. F. (2004). The changing face of health care social work: Professional practice in managed behavioural health care. New York: Springer Publishing.
Globerman, J. (1999). Hospital restructuring: Positioning social work to manage change. Social Work in Health Care, 28(4), 13-30.
Gregorian, C. (2005). A career in hospital social work: Have you got what it takes? Social Work in Health Care, 40(3), 1-14.
Jones, R. & Jenkins, F. (2006). Development and significance of the profession in AHP management. In R. Jones & F. Jenkins (Eds.), Managing and leading in allied health (pp. 32-44). Oxford: Radcliffe Publishing.
Jones, R. & Jenkins, F. (2008). Developing roles for allied health: Sharing experiences. Paper presented at the Inaugural Allied Health Conference, Auckland.
Kayser, K., Hansen, P. & Groves, A. (1995). Evaluating social work practice in a medical setting: How do we meet the challenges of a rapidly changing system? Research on Social Work Practice, 5(4), 485-500.
Ministry of Health, (2009). Clinical leadership ‘in good hands’. Media release 13 March 2009.
Mueller, J. & Neads, P. (2005). Allied health and organisational structure: Massaging the organisation to facilitate the outcomes. NZ Journal of Physiotherapy, 33(2), 28-34.
Murdoch, A. (2007). Living in the trenches: Managerial skills for practitioners. Social Work, 52(4), 375-377.
Neuman, K. (2000). Understanding organisational reengineering in health care: Strategies for social work’s survival. Social Work in Health Care, 31(1), 19-33.
Pond, C. (2006). Leadership in the allied health professions. In R. Jones & F. Jenkins (Eds.), Managing and leading in allied health (pp.100-116) Oxford: Radcliffe Publishing.
Silverman, E. (2008). From ideological to competency-based: The rebranding and maintaining of medical social work’s identity. Social Work, 53(1), 89-91.
Woodward, P. (2001). Mental health and social work. In M. Connolly (Ed.), New Zealand social work (pp.168-180). Oxford: University Press.
How to Cite
Authors who publish with this journal agree to the following terms:
By completing the online submission process, you confirm you accept this agreement. The following is the entire agreement between you and the Aotearoa New Zealand Association of Social Workers (ANZASW) and it may be modified only in writing.
You and any co-authors
If you are completing this agreement on behalf of co-authors, you confirm that you are acting on their behalf with their knowledge.
By submitting the work you are:
- granting the ANZASW the right of first publication of this work;
- confirming that the work is original; and
- confirming that the work has not been published in any other form.
Once published, you are free to use the final, accepted version in any way, as outlined below under Copyright.
You assign copyright in the final, accepted version of your article to the ANZASW. You and any co-authors of the article retain the right to be identified as authors of the work.
The ANZASW will publish the final, accepted manuscript under a Creative Commons Attribution licence (CC BY 4.0). This licence allows anyone – including you – to share, copy, distribute, transmit, adapt and make commercial use of the work without needing additional permission, provided appropriate attribution is made to the original author or source.
A human-readable summary of the licence is available from http://creativecommons.org/licenses/by/4.0, which includes a link to the full licence text.
Under this licence you can use the final, published version of the article freely – such as depositing a copy in your institutional research repository, uploading a copy to your profile on an academic networking site or including it in a different publication, such as a collection of articles on a topic or in conference proceedings – provided that original publication in Aotearoa New Zealand Social Work is acknowledged.
This agreement has no effect on any pre-publication versions or elements, which remain entirely yours, and to which we claim no right.
Reviewers hold copyright in their own comments and should not be further copied in any way without their permission.
The copyright of others
If your article includes the copyright material of others (e.g. graphs, diagrams etc.), you confirm that your use either:
- falls within the limits of fair dealing for the purposes of criticism and review or fair use; OR
- that you have gained permission from the rights holder for publication in an open access journal.