Stern, Leonard William

2020 ◽  
Author(s):  
Sadye L. M. Logan
Keyword(s):  
Social Workers ◽  
Social Worker ◽  
Human Service ◽  
Human Service Organizations ◽  
Professional Associations ◽  
National Association ◽  
Service Organizations ◽  
Governmental Agencies ◽  
Distinguished Career

William Leonard Stern (1926–2019) had a long and distinguished career as a social worker and member of the National Association of Social Workers (NASW). Over more than five decades, he developed policies, built and managed programs, and provided consultation and evaluation services to a variety of human service organizations, professional associations, and governmental agencies.

scholarly journals Leadership Support of Supervision in Social Work Practice

2015 ◽  
Vol 32 (1-2) ◽  
pp. 151-165 ◽  
Author(s):  
Rosemary Vito
Keyword(s):  
Social Work ◽  
Social Workers ◽  
Human Service ◽  
Public Management ◽  
New Public Management ◽  
Work Practice ◽  
Human Service Organizations ◽  
Social Work Practice ◽  
Service Organizations ◽  
Leadership Support

This article discusses research findings that highlight the importance of leadership support of supervision for social workers in human service organizations. While supervision is considered a cornerstone of social work practice, whether and how such supervision is supported by human service leaders is not adequately analyzed. Using qualitative research data from interviews with supervisors and managers in southern Ontario, this article presents the vital role social work leaders play in supporting supervision by modelling values, and creating a safe organizational culture. The challenges of providing this support are also discussed in the current context of new public management. The article concludes with a series of recommendations, including: prioritizing supervision to promote organizational learning, organizational restructuring to reduce power differentials, modelling social work values to create a safe learning culture, and supporting supervisory and leadership training for social workers. Findings may be of interest to social workers who are leading, supervising, teaching or practicing in human service organizations.

scholarly journals Organizational Identification: Perspectives of Dispersed Social Workers

2017 ◽  
Vol 17 (2) ◽  
pp. 285-303 ◽  
Author(s):  
Sharlene A. Allen Milton ◽  
Michael M. Sinclair ◽  
Halaevalu Ofahengaue Vakalahi
Keyword(s):  
Social Workers ◽  
Organizational Identification ◽  
Human Service ◽  
Human Service Organizations ◽  
Unintended Consequences ◽  
Service Organizations ◽  
Organizational Goals ◽  
Socially Isolated ◽  
Dispersed Work

Human service organizations are often challenged to become more efficient while maintaining the quality of their services. As a result, more organizations have restructured, adopting the practice of dispersed work, which allows employees more freedom and flexibility to meet organizational goals outside of the traditional workplace. While dispersed work allows social workers to engage in work activities beyond the traditional office environment, it may also impact their sense of belonging to the organization. Eleven dispersed social workers were interviewed to understand how interaction via new communication technology impacts organizational identification. Overall themes gleaned from this study suggest that although dispersed social workers perceive themselves as having more autonomy and flexibility, they also can feel socially isolated and disconnected from their peers and supervisors, which may negatively impact organizational identification. Despite the enhanced efficiency that technology can bring, human service organizations must strive to understand the unintended consequences of a dispersed workforce.

From Mutual-Aid Self-Help to Professional Service

1984 ◽  
Vol 65 (10) ◽  
pp. 622-627 ◽  
Author(s):  
Donald M. Traunstein
Keyword(s):  
Social Workers ◽  
Human Service ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Professional Service ◽  
Mutual Aid ◽  
Self Help

Some mutual-aid self-help organizations develop into professional-bureaucratic human service organizations. The process of transforming them involves important changes in functions. Social workers who become part of the process can learn to work efficiently despite its tensions.

Contexts/Settings: Interorganizational Contexts

2013 ◽  
Author(s):  
Jan Ivery
Keyword(s):  
Social Workers ◽  
Human Service ◽  
Historical Development ◽  
Positive Impact ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Key Factors ◽  
Organizational Influences ◽  
Wide Range ◽  
Shared Service

As environmental and organizational influences drive coalitions, shared service agreements, mergers, and other interorganizational alliances among health and human service organizations, social workers are frequently vital contributors. Interorganizational work is contextualized by reviewing its theoretical underpinnings, describing historical development, and discussing issues of language and definition. The wide range of relationships and corresponding structural options being implemented are explored. Sector-wide trends and their implications for interorganizational work are considered along with key factors for success and the growing role evaluation plays in promoting positive impact.

scholarly journals Social Workers as Senior Executives: Does Academic Training Dictate Leadership Style?

10.18060/2691 ◽  
2013 ◽  
Vol 14 (2) ◽  
pp. 573-593 ◽  
Author(s):  
Lauri Goldkind ◽  
Manoj Pardasani
Keyword(s):  
Social Work ◽  
Social Workers ◽  
Leadership Style ◽  
Human Service ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Executive Directors ◽  
Northeast Section ◽  
Social Work Educators ◽  
Social Work Training

The range and patterns of leadership styles in human service organizations are important for social work educators and their students to understand if social work administrators are to compete successfully in the marketplace for executive director and other top management roles. Using a sample of executive directors of human service organizations located in a state in the Northeast section of the U.S., the Multifactor Leadership Questionnaire (MLQ) was used to explore their leadership style. The authors compare various elements of leadership style (charisma, inter-personal transactions, reactions to work issues, etc.) as well as perceptions of effectiveness and satisfaction with leadership style across academic backgrounds of executive directors. These results highlight the competencies required of successful leaders and can assist educators in identifying curricular gaps developing courses preparing social workers for leadership positions in the field. This study provides critical information on the core leadership skills and knowledge relevant for effective social work administration. Implications for social work training and education are discussed as well as possible avenues for curriculum revision.

scholarly journals Final Lines of Defense: Explaining Policy Advocacy by Immigrant-Serving Organizations

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Maria Apolonia Calderon ◽  
Daniel E. Chand ◽  
Daniel P. Hawes
Keyword(s):  
Human Service ◽  
Nationwide Survey ◽  
Human Service Organizations ◽  
Service Organizations ◽  
Policy Advocacy ◽  
Law Enforcement Agencies ◽  
Chief Executives ◽  
Local Law Enforcement ◽  
Nonprofit Human Service Organizations ◽  
Nonprofit Advocacy

Abstract Nonprofit scholars have developed a rich literature on nonprofit advocacy. While the literature is rich, however, gaps remain in our collective knowledge, especially regarding specific sectors of nonprofit human service organizations. Here, we apply existing theory on advocacy by human service organizations to an important subset of the nonprofit community, that being immigrant-serving organizations (ISOs). Most prior research on nonprofit advocacy has not focused on politically polarized issues, such as contemporary immigration policy. Using a nationwide survey of ISOs, we find that unlike other types of human service organizations, the majority of ISOs do engage in at least some forms of policy advocacy. However, those that report using the H-election status on their Form 990s are significantly more likely to engage in advocacy and do so to a wide variety of policymakers, including legislators, chief executives, and even local law enforcement agencies. H-election groups are also more likely to perceive their advocacy activities as effective. These findings add to the evolving knowledge on when and how human service groups seek policy change for marginalized groups.

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