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Taylor & Francis (Routledge)
This article explores how leadership practices have the potential to improve decisions and outcomes in social work. Through a literature review, the article identifies social work managers’ use of adaptive, administrative and enabling leadership functions and how such functions can aid social workers’ performance. The findings indicate that enabling leadership practices are the most prevalent in aiding social workers’ performance. In addition, an increasing amount of administrative practices may limit managers’ ability to balance the three leadership functions properly, reducing the positive effect of leadership on outcomes. The article concludes with identifying key knowledge gaps to be considered for future research on leadership in social work.
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