Social work leadership competencies in health and mental healthcare: a scoping review protocol

Social workers' formal and informal leadership in interprofessional primary care teams in Ontario, Canada

The development of interprofessional teams in primary care presents opportunities for social workers to take on new leadership positions. This study seeks to describe how social workers engaged in leadership roles in primary care during the COVID-19 pandemic. A cross-sectional on-line survey was disseminated to primary care social workers across Ontario, Canada, with a total of 159 respondents. Most respondents engaged in informal leadership roles and showcased a range of leadership skills promoting team collaboration and consultations, along with adapting to virtual care transitions. Findings suggest there needs to be intentional cultivation of social work leaders through supportive environments and training. Social workers in primary care have leadership capacity and are providing leadership to their primary care teams through formal and informal means. The leadership potential of social workers in primary care teams, however, is being underutilized and can be further developed.

Social Work Leadership Competencies for Practice amid Crisis: A Scoping Review

Leadership skills are a critical component of effective social work practice in interdisciplinary healthcare and mental healthcare settings. Over the last two decades there has been increased attention to the importance of social work leadership skills for clinical practice. Moreover, social workers display essential leadership skills when supporting individuals and communities amid large-scale crises such as pandemics, natural disasters, wars, and other sociopolitical crises. Currently, there is an absence of literature on social work leadership skills for effective practice in healthcare and mental healthcare settings during times of crisis. To bridge this knowledge gap, this scoping review aimed to synthesize and map the current literature on social work leadership competencies in healthcare and mental healthcare amid crises. Arksey and O'Malley's five-stage framework for scoping reviews guided this project. Six academic databases were searched, and a total of nine articles met inclusion criteria. A thematic analysis was conducted to identify recurrent themes among these articles. Results highlight that leadership was defined as both a role and a skill set, and identified collaboration, connection, and shared learning as key leadership competencies for social workers. Implications for social work practice, education, and research are discussed.

Conceptualisations of Leadership and Relevance to Health and Human Service Workforce Development: A Scoping Review

PURPOSE

This scoping review was undertaken to determine leadership definitions and approaches relevant to health and human service (H&HS) workforce development. This review provides a preliminary analysis of the potential size and scope of available research literature to inform ongoing research with the ultimate aim to inform a future systematic review in relation to leadership development interventions.

METHODS

Following the methodology proposed by Arksey and O'Malley and using PRISMA-ScR, a systematic search was conducted using seven databases (PubMed, Health Business Elite, Medline, CINAHL, Ovid, Scopus, and Web of Science). Articles were screened and assessed for eligibility. From eligible studies, data were extracted to summarize, collate, and make a narrative account of the findings.

RESULTS

Employing pre-selected criteria, a total of 424 records were identified and 171 full-text articles were assessed. The majority of the papers were studies undertaken by researchers based in North America. Leadership in the H&HS sector was addressed in 35% of the articles. The narrow disciplinary or workforce fields of the nursing and medical professions in hospitals and acute care settings dominated the literature.

CONCLUSION

The findings suggest that while leadership has been studied extensively in the health system, there is a paucity of leadership development research specific to the broader H&HS sector. This review emphasises the need for further research, including a more critical examination of leadership development interventions and their application to the H&HS sector.