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Gillian MacIntyre gillian.macintyre@ strath.ac.uk Ailsa Stewart ailsa.e.stewart@strath.ac.uk

In control? The transformative potential of a leadership and change programme for social work practice . Gillian MacIntyre gillian.macintyre@ strath.ac.uk Ailsa Stewart ailsa.e.stewart@strath.ac.uk University of Strathclyde , Glasgow, Scotland. Aims of the paper .

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Gillian MacIntyre gillian.macintyre@ strath.ac.uk Ailsa Stewart ailsa.e.stewart@strath.ac.uk

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  1. In control? The transformative potential of a leadership and change programme for social work practice Gillian MacIntyre gillian.macintyre@strath.ac.uk Ailsa Stewart ailsa.e.stewart@strath.ac.uk University of Strathclyde, Glasgow, Scotland

  2. Aims of the paper • To provide an overview of personalisation in a Scottish context • To provide a summary of the research and its key findings • To consider lessons for future development and consider the extent to which the programme in question contributes to the leadership and change agenda

  3. Introduction to personalisation • What is personalisation? • Greater choice and control for individuals and their families • Withdrawal of state responsibility for citizens – passing control to individual, reduction in costs • Legislative context in Scotland: Direct Payments, Self-directed support • The In-Control philosophy

  4. Research aims methods • To evaluate the effectiveness of a leadership programme in developing capacity amongst participants to bring about a transformation in social care • To assess the impact of the programme on developing community assets and enabling disabled people to have more control over their lives • Methods adopted: multi-method approach

  5. Key findings • Aims of the programme: dual focus • Development of knowledge and understanding • Focus on the development of leadership qualities • Benefits of the programme: what worked well? • Opportunities for Networking • Impact • On individuals and their families • On staff and organisations • Barriers and challenges

  6. Conclusions: Does the programme develop leadership capacity? • Evidence of participants making changes to their own lives or within their organisation • The development of a culture of group learning and co-production • The benefits of local networks of support • Remaining challenges and puzzles • The development of citizen leaders?

  7. Quotations • Without the course I wouldn’t have had the confidence to say hang on its not just me who thinks this...this can be quite exciting and creative... • ...It’s important to say this isn’t just my call and thats where the leadership course is particularly helpful. It gives you the confidence to make the changes... • ...when I got back full of enthusiasm, the social worker got back in touch...and I had to say wait a minute thats not In Control, I had to challenge and say I cant accept that

  8. References • Hafford-Letchfield, T et al (2008) Leadership and management in social care, London: Sage • MacIntyre and Stewart (2012) An evaluation of In Control Scotland Leadership and Change Programme, Glasgow: University of Strathclyde • MacIntyre, G (2012) “Personalisation: what the research tells us” in Davies, M (ed) Social Work with Adults, London: Palgrave MacMillan • Van Zwanenberg, Z (2010) Leadership in social care, Jessica Kingsley Publishing

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