Self-Leadership and Personal Resilience in Health and Social Care is essential reading for professionals making judgements under pressure. It demonstrates how self-leadership is not only about surviving but thriving in a continually changing environment and introduces key theories, skills and debates to help professionals deliver high quality professional practice every day. The book focuses in on the quality of professional thinking, self- and social awareness, self-regulation and self-management, and the fundamentals of sustained resilience.
Chapter 3: The Foundations of Self-leadership
The Foundations of Self-leadership
In Chapter 2 the eight important facets of self-leadership were introduced and some critical context dilemmas within Health and Social Care were presented. This chapter will examine the foundations, the supporting underpinnings, for self-leadership development.
It will be established that the fundamental footings, or building blocks, on which self-leadership development can thrive include four key aspects: state of mind as a central concept; the importance of everyone counts (self-leadership for all); the need for devolved coordinated structures; and the importance of evaluating impact as a mechanism for understanding and continuously improving (see Figure 3.1).
Figure 3.1 The Foundations of Self-Leadership
The case will be presented that, in order to realise the full potential of self-leadership, the supporting foundations need to ...