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Leadership in Social Work

By Melville Miranda and Shruti Mahajan.

Published by The International Journal of the Humanities

Scholars and philosophers alike have been trying to define leadership for centuries, albeit
without much success. True, leadership is, in part, decision making at the nth level. Decision-making,
of course, is one of the fundamental keys to the survival of an organization. More so now that economic
boundaries between countries crumble, business becomes more complex, and the results of decisions
often have global impacts. Decisions are made constantly in organizations; it is part and parcel of
being effective in one’s job. Innovation and improvement on a regular basis are required to maintain
and improve one’s ability to make rational decisions. Some psychologists even believe that the ability
to make effective decisions is at the core of the individual’s success or failure within their organization
(Porter, 1998; Drucker, 2001). In this paper, we will focus on the dynamics of leadership in social
work.

International Journal of the Humanities, Volume 9, Issue 1, pp.257-266. Article: Print (Spiral Bound). Article: Electronic (PDF File; 749.598KB).

Melville Miranda

Lecturer, Social Sciences and Community Development, Australian Education Academy, Melbourne, Victoria, Australia

Shruti Mahajan

Lecturer, Melbourne, Victoria, Australia