This was a presentation I delivered at the 3rd National Conference in London on 29th November 2012 on "Progression & Developments in the Role of Support Workers." The presentation discusses the important role that support workers should play in becoming leaders. Quality and chnage are highlighted.

1. Support Workers As Leaders
David Stonehouse
Senior Lecturer
edgehill.ac.uk

2. Presentation Aims
• Support workers should have the opportunity
to be recognised and developed as leaders
• Support workers provide a key role in ensuring
and delivering high quality care
• Support workers are closest to patients and
care and are therefore best placed to lead
developments and deliver successful change.
edgehill.ac.uk

3. Support workers have a privileged position within
the team of professionals looking after clients.
They are the one group of staff that spend the
most quality time with them.
They are the ones delivering the basic
fundamental care needs and through this develop
a close professional working relationship with
patients and their families.
(Stonehouse, 2012)
edgehill.ac.uk

4. Why Talk About Leadership?
• Leadership is not just about the person at the
top!
• Leadership is required at all levels within the
NHS to help deliver care of the highest
possible quality.
• Therefore support workers need to lead.
edgehill.ac.uk

5. When You Think Of A Good Leader
• It is not because they write an amazing
policy, or can plan a fair staff rota!
• A good leader inspires you, who has vision and
a passion for the service they are delivering.
• They are someone that you go to for advice
and help when things are not going smoothly.
edgehill.ac.uk

6. Leadership Is About
• Knowing oneself
• Building trust
• Taking effective action to realise your own
leadership potential
• Effective communication of a clear vision
(Bennis, 2003)
edgehill.ac.uk

7. Leadership And Management Are
Different.
Kotter (1990:103) identified that “Leadership
& management are two distinctive and
complementary systems of action. Each has its
own function and characteristic activities.”
It is not always advisable for the same person to
do both roles!
edgehill.ac.uk

8. Some leaders make unsuitable managers and
some managers make unsuitable leaders
(Yukl, 2010)
Not all support workers will want to be
leaders.
It is the managers job to recognise those staff
with leadership qualities and then aim to
develop and support them.
edgehill.ac.uk

9. Support Workers Are At The Forefront
of Quality
• They are delivering high quality care often in
demanding situations
• They are talking with and listening to patients
• They are often the first point of call for
complaints
• Their roles are fast developing, benefitting
patient care.
edgehill.ac.uk

10. Support Workers Are At The Forefront
Of Change!!
• Involved in on the ground implementation of
change.
• Work closely with patients and their families.
• Importantly, they are the ones best placed to
identify where changes are needed, and are
more likely to know what will and what will
not have a positive impact.
edgehill.ac.uk

11. Leaders In Change.
“managers cope with the complexities and results
of change while leaders inspire and initiate
change” (Smith and Langston, 1999:6)
“It is the leader who is the innovator, who is
proactive and a motivator. He/she has a vision of
how things could be and the drive and
commitment to bring that vision to fulfilment”
(Stonehouse, 2011:510)
edgehill.ac.uk

12. Support Workers As Change Agents
• You need leaders who are on the shop
floor, working with their peers to deliver
change.
• Not leaders removed from the everyday hands
on work of caring.
• Support workers understand the processes
involved and their patients best.
edgehill.ac.uk

13. How Do You Develop Support Workers
As Leaders?
• Recognise the important role they play.
• Identify leadership qualities and help to develop these.
• Raise self awareness.
• Assistant Practitioner courses which include training in
management, leadership and change.
• In-house leadership courses.
• Provide mentoring opportunities.
• Supervision by more experienced leaders.
• Full involvement in managing and leading change.
• Encouragement, support, training and opportunities.
edgehill.ac.uk

14. It’s not about the name badge!!
• Having leader in your title does not make you
a good leader.
• It is often the informal leaders, those not
officially recognised by the organisation who
play the more important leadership roles.
Especially for patients and their peers!
edgehill.ac.uk

15. Any Questions?
&
Thank You!!
edgehill.ac.uk

16. References
Bennis, W. (2003) On Becoming A Leader. Second Edition. New York: Basic Books.
Kotter, J.P. (1990) What Leaders Really Do. Harvard Business Review. May – June
pp 103-111.
Smith, A. & Langston, A. (1999) Managing Staff in Early Years Settings. London:
Routledge.
Stonehouse, D. (2011) ‘Management and Leadership For Support Workers.’ British
Journal of Healthcare Assistants. October. Vol 05. No 10.
Stonehouse, D. (2012) Why Complaints Are A Positive For Support Workers. British
Journal of Healthcare Assistants. January Vol 06 No 01.
Yukl, G. (2010) Leadership in Organizations. Seventh Edition. New Jersey: Pearson.
edgehill.ac.uk