**9.2 Leadership and variable behaviours**

The primary data was grounded in qualitative data which was obtained through interviews and focus group discussions with statutory and non statutory organizations. On the other hand, secondary data were collected through desk reviews; journals, articles, books and websites, national reports and documents on different leadership models and information from social work organizations using different social work leadership styles at both local, national and international levels. The primary purpose of the study was to gain an appreciation of the different leadership and variable behaviours from social work perspectives. There are leadership theories and models with different levels of variable behaviours which are directive and supportive

#### *Perspective Chapter: Fostering Effective Leadership in Social Work Organisations DOI: http://dx.doi.org/10.5772/intechopen.106281*

behaviour. In this context, different styles are used by social work organizations in accordance with the diverse levels of confidence and skills exhibited by the frontline social workers. The first stage is the directing stage, where social workers are told the tasks they are supposed to be executed and closely monitored along the way. The leadership uses high directive and low supportive behaviour. The observation was that this is commonly used for entry level social workers, who have little experience, knowledge or confidence and low motivation level. The second stage noted is the coaching style, which is also referred to as selling style. The observation was that this may be used with newly qualified social workers who are highly motivated or more experienced social workers who are new to a certain position. The leadership in the organization guides the social workers by explaining why and how decisions are made and giving attention to the workers. The communication in this instance is at a level of equals and leadership often adopts an Open Door policy, where the social workers may approach the superiors at any time. Hence, it is called the selling stage because the leadership has to sell the tasks at hand to the social workers and convince them that they are able to achieve the tasks. In addition, there is also regular constructive feedback which helps the workers to build confidence and skills.

The third model is the supporting stage, also referred to as the participating stage. This is used when the social workers have the knowledge and skills to do the task but may lack confidence or are overwhelmed by the workload. The leadership uses a low level of directive and high level of supportive behaviour. Because of their experience and skill set, the social work is able to work so the low directive behaviour is good because the leadership avoids a situation where they may be imperious to the social worker. The high level of supportive behaviour helps the social work to gain the confidence they require to be able to undertake tasks with minimal supervision. The fourth and final model is the delegating model. This is used for social workers who have the necessary skills and knowledge and also possess the will power and confidence to carry out the tasks effectively. Social workers are keen on updating the leadership on the status of their tasks and various situations they may face. For the leadership, this is the most desirable model for the social workers to be in because there is very little supervision required. Situational leadership is therefore a very effective model because the leadership assesses the social workers on an individual level and adjusts according to each specific individual. Directing, coaching, supporting and delegating are all used interchangeably when working with different social workers. Individualization is a principle that is often applied when working with social work clients [26]. Social work leadership should therefore realise that individualization also applies to the social workers themselves. By assessing them on an individual, the leadership assumes a model that brings out the best in individual social workers. This improves the efficiency of the organization and aligns it with achieving the goals of the social work profession.
