As someone with over 30 years’ experience in social care, leading services and mentoring leaders, I was interested to read this book as it contains so many diverse perspectives within the field of health and social care. To me, the distinctive value of the handbook lies in the huge wealth of contributors (over 60), who are helpfully introduced to the reader early on.
The book begins by setting out the key concepts and boundaries within which, the context of the book is set. It moves on to cover several topics which are appropriately split into four key parts: Professional and Practice leadership, Organisational and System leadership, Community Leadership and Developing Leadership. Each part offers varied perspectives, with many of the chapters including case studies that underpin the context of the discussion and helpfully link theory to practice. Many of these are based around the sectors distinctive values of equality, inclusion and justice and linking leadership approaches with care outcomes. The final chapter also offers insights into gaps in the literature and outlines where further research may support our learning in this field.
Of note, the book explores several contemporary issues shaping practice today, including the lasting effects of the COVID-19 pandemic, along with the increasing influence of artificial intelligence, with a specific chapter dedicated to A.I. I found this chapter to be particularly interesting as, whilst it doesn’t examine the ethical dilemmas that the subject evokes, it does start to discuss the leadership approaches that will be required to support staff to navigate through this complex arena, which is clearly an area warranting attention.
Chapter 20 was of particular interest to me, as its exploration of ‘Sousveillance and the leadership gaze’ reflected situations I had increasingly encountered in social care practice. In my experience, the discussion echoes a growing trend I observed in practice in which family carers wished to record meetings, particularly those involving financial assessments or complex decision-making. I therefore found it valuable to explore this topic in greater depth, looking beneath initial reactions to understand the underlying ‘why’ and consider the leadership approaches and philosophies most relevant to responding constructively in such situations.
Crucially, the handbook does not shy away from difficult issues. Two chapters that particularly stand out are the discussion of values-based leadership in the context of child sexual exploitation (Chapter 12) and the exploration of the lived experiences of black social work leaders (Chapter 35). Despite the subject of these chapters lying beyond my immediate professional background and experience, I was surprised by how much learning I was able to draw from both. The perspectives they offered provided valuable insights that have informed and extended my own thinking about leadership in social care, particularly in relation to how values, identity, and lived experience shape leadership approaches and organisational culture. It is powerful food for thought.
Whilst, as I’ve stated, the handbook includes so many different perspectives, given it covers social care as well as social work, it may have been valuable to include a case study from a social care leaders perspective, to enhance relatability and add to the rich tapestry of perspectives. Moreover, as a research handbook, it does (perhaps unsurprisingly) have a strong academic tone which, although appropriate in many contexts, may be a more challenging or intimidating read for someone without leadership experience or a foundation of knowledge of leadership concepts. An example being the discussion of ‘wicked’ issues, without explanation or definition, relying on the assumption that the reader understands this term. The small print size of the text may also be a practical challenge for some, making it feel particularly dense at times.
However, each chapter can be read independently of any another, allowing a flexible approach — you can simply begin with the chapters that speak to your interests and come back to others when the time is right. The case studies and author experiences offered within most chapters also enhances the discussion whilst making the content accessible.
In summary, this Research Handbook is a valuable and thought-provoking resource that captures the complexity of leadership in social work and social care (both of which can bring about different challenges). Its depth and breadth make it an excellent resource for exploring leadership through the lens of compassion, social justice, equality, and human rights—values that sit at the heart of effective leadership in all realms, especially within human-centric arenas such as health and social care. As an academic in this field, this is a book that will stay with me, as I continue to support learners from varied roles within the health and social care context to understand and explore what compassionate leadership really means.
Book reviewer
Carrie Stephenson
Carrie is a Senior Lecturer in Leadership in Health and Social Care at Sheffield Hallam University, with over three decades of experience in adult social care. Her professional background includes senior operational leadership, organisational development and the design and delivery of leadership programmes for practitioners and managers.
Declaration of interests
I have read and understood the BMJ Group policy on declaration of interests and declare the following interests: none.