Chapter 07

Chapter Seven Objectives; Use of Self in Macro Practice: Leadership

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Knowledge (Declarative Knowledge)

By the end of this chapter you should possess declarative knowledge about:
  1. The construct of "indirect practice" and its purpose
  2. Who benefits from indirect practice i.e. client populations as the beneficiary system
  3. The target system i.e. dysfunctional social forces and structures identified as in need of reform
  4. The change agent system i.e. leader and led (group)
  5. Policy, advocacy, management and community methods of macro practice
  6. Normative and value-based frameworks that prescribe the desired end-goals of      policies, programs and reform efforts i.e. theories of social justice, moral reasoning,    and an ethical decision-making process
  7. The theoretical and empirical literature that defines leadership over time
  8. The credentials (MPA/MBA/MSW) of leadership generally and specifically in social    work
  9. The five typologies of leadership
  10. How leaders use and misuse power
  11. Kellerman"s typology and the dynamics of bad leaders
  12. The causal factors that lead people to follow bad leadership
  13. The signs of a dysfunctional organizational culture
  14. The competing theories and descriptive content (declarative knowledge) that informs      the practitioner"s use (enactment) of  leadership (tacit knowing)
  15. How practitioners in policy, advocacy. management and community practice differ       in their use of self compared to the practitioner"s  use of self in clinical practice

Skills (Application of Knowledge"Procedural and Tacit Knowing)

By the end of this chapter you should demonstrate beginning competency in the art of leadership by being able to:
  1. Exercise authority, power and influence in the practice of policy, advocacy,    management and community practice
  2. Use process recordings and field supervision to monitor the use of leadership in macro practice and to advance from novice to master practitioner
  3. Use process recordings and field supervision to monitor the potential misuse or abuse    of power, authority and influence in the exercise of leadership
  4. Use the charts, typologies, and checklists provided in the chapter to engage in     reflective evaluation of self as leader in the exercise of authority, power and     influence


  1. Commit to the ethical use of power, authority, and influence in practice, as leader or follower.
  2. Respect leadership as the proper use of self in policy, advocacy, management, and    community practice; different from the use of self in clinical social work

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