Making links between different professional roles, policies and practices, this book equips you with the skills, knowledge and understandings that managers, practitioners and students need to work in integrated multiprofessional settings. The book draws on case studies to consider the dilemmas, challenges and complexities common within your workplaces.

Traditional Structures of Multi-Professional Leadership and Management

Traditional structures of multi-professional leadership and management

Chapter Overview

The previous chapter suggested that multi-professional participatory processes involve a tension between hierarchical and individual ideas. It suggested that participation processes should balance structural with relational approaches, that participatory leadership involved a complex interplay between issues of hierarchy and dialogue and that relational processes of participation could enable leadership to be exercised collaboratively. This chapter examines in more depth individual, hierarchical and relational notions of leadership/management and encourages you to examine the structures and relationships in your workplace. It questions ideas concerning individual leadership (visionary leaders/change agents), standardised management (uniform approaches), professional hierarchy (conflict over roles) and marketisation (service user choice). It connects ideas of choice and flexibility to human relational notions of leadership and concludes that the spaces where we work are never static, that processes ...

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