| CODE | SWP3150 | ||||||||
| TITLE | Leadership and Management in Social Welfare | ||||||||
| UM LEVEL | 03 - Years 2, 3, 4 in Modular Undergraduate Course | ||||||||
| MQF LEVEL | 6 | ||||||||
| ECTS CREDITS | 5 | ||||||||
| DEPARTMENT | Social Policy and Social Work | ||||||||
| DESCRIPTION | This study-unit follows on Governance and Administration in Social Welfare 1. This unit introduces students to various leadership and management and administration functions in a contemporary social welfare organisation. Students are introduced to the tenets and practice of transformational leadership and emotional intelligence at work. Skills in communicating well, motivating and building teams, managing conflict and diversity are presented and practised. Students are also introduced to marketing and public relations. Lastly, approaches to managing information, and to measuring and managing performance, are presented and discussed. Study-unit Aims: This study-unit is intended to introduce students to the knowledge and skills required to understand the various leadership and management functions in an organisation.tBy increasing awareness of the purpose and nature of these various administrative functions, it is also intended to foster appreciation of the diverse inputs to organisational success and and improve collaboration across administrative functions. Learning Outcomes: 1. Knowledge & Understanding By the end of the study-unit the student will be able to: - Explain the tenets of transformational leadership and, through class discussion, apply its values and practices to real world examples; - Explain the importance of emotional intelligence for leadership; - Communicate skilfully and courteously through a range of media; - Define the major motivating factors at work, with particular focus on the social welfare organisation; - Identify the skills required to manage diversity and a multi-national workforce; - Define the process to manage conflict at work through case studies; - Identify the challenges and tactics in building intra- and inter-disciplinary teams at work; - Differentiate between the scope and practice of marketing and public relations; - Explain the importance of quality management and identify key tools and frameworks; - Critically appraise, in a social welfare setting, standard approaches to measuring and managing performance. 2. Skills By the end of the study-unit the student will be able to: - Differentiate between different leadership responses to given situations, and articulate a transformational leadership response; - Communicate appropriately, effectively and courteously, in both verbal and written form; - Design a plan to manage different types of diversity in an organisation; - Outline a strategy to address conflict and to build teams; - Critically analyse public relations outputs; - Design a basic social marketing plan; - Design a basic information management system; - Locate quality standards and frameworks and appraise them critically; - Design effective performance indicators; - Conduct effective performance conversations. Main Text/s and any supplementary readings: Main Texts - Smith, P.E., McLachlan, C.J. & Yellowley, W. (2020). Organizational Behaviour: Managing People in Dynamic Organizations. Routledge. - Stanford Blair, N. & Gesner, M.L. (2019). Your Life Is Your Message: Discovering the Core of Transformational Leadership. Sage. Supplementary Readings - Woodside, M. and Mcclam, T. (2006). An introduction to human services. US, Thomson Brooks/Cole. - Coulshed, V. & Mullender, A. (2006). Management in social work. New York: Palgrave. - Hafford-Letchfield, T. (2006). Management and organsations in social work. Exeter: Learning Matters. - Patti, R. (ed). (2000). The handbook of social welfare management. California: Sage Publications. - Sadler, P. (2003). Leadership. London: Kogan Page. - Bush, T. (2018). Transformational leadership: Exploring common conceptions. Educational management, administration & leadership 46(6), p.883-887 - Holroyd, J. & Ross, V. (2012). Improving Personal and Organisational Performance in Social Work. Sage. - Sims, D., Fineman, St., and Gabriel, Y. (1993). Organising and organisations. UK, Sage. - Darics, E. (2016). Writing online: a guide to effective digital communication at work. Business Expert Press. - Drummond, G. & Ensor, J. (2005). Introduction to Marketing Concepts. Taylor & Francis. - Rodriguez Heyman, D. (2011). Nonprofit Management 101 : A Complete and Practical Guide for Leaders and Professionals. John Wiley. - LaGree, D., Houston, B., Duffy, M. & Haejung, S. (2023). The Effect of Respect: Respectful Communication at Work Drives Resiliency, Engagement, and Job Satisfaction among Early Career Employees. International journal of business communication 60(3), p.844-864. - Shen, J., Chanda, A., D鈥橬etto, B. & Monga, M. (2006). Managing diversity through human resource management: an international perspective and conceptual framework. The International Journal of Human Resource Management 20(2). (published online) |
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| STUDY-UNIT TYPE | Lecture, Independent Study & Tutorial | ||||||||
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| LECTURER/S | Anthony Farrugia Elaine Marie Grech Natalie A. Kenely Sara Mizzi Damian Spiteri |
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2025/6. It may be subject to change in subsequent years. |
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