Description
Social Work is a decidedly complex field that is all at once populated by mission-driven professionals that derive insurmountable energy and passion from frontline work. The path to this work is deeply personal and is often described as an inexplicable calling and compulsion to serve with compassion and humility. While there may be an intrinsic culture and tradition to proverbial trench work, the ambiguous elements of our discipline can obscure our invaluable skill-sets—particularly skill sets that are transferable to leadership. Furthermore, professional migration into leadership roles is profoundly difficult. This is in part due to the perceived divergence from direct client/community contact to administrative roles that may feel at odds with client centricity. Navigating the path of leadership is marked by an endless array of internal work around key issues, such as exercising power and authority, building new teams, professional gatekeeping; and prioritization of client needs. These are often the unseen and yet pronounced tensions that create strife and struggles for Social Work leaders and their teams. This training will address the unseen challenges, tactics for the internal work, and will offer recommendations for how we can collectively grow and nurture our social work leaders as they attempt to navigate the ever-changing landscape of service.
This three-hour workshop will satisfy the MBSWE requirements for Supervision CEs.
Instructor
Lee Westgate, MSW, MBA, LCSW-C, LCSW (he/ him/ his) is a transgender advocate with extensive professional experience in social work policy, practice, research, and education. He has held numerous organizational leadership roles, and has served as an educational consultant to a variety of associations and organizational clientele. He has served as a medical social worker in the fields of oncology, critical care, as well as in integrated behavioral health settings. Mr. Westgate has participated in a CSWE-sponsored National Trauma Task Force workgroup that focused on the intersection of ethics and trauma-informed practice, and he was awarded an immersion fellowship through Boston University to study addiction and behavioral health. He has participated in AIDS Education and Training Center on behalf of the University of Maryland, School of Social Work, Baltimore, MD since 2017 and participated in the MidAtlantic AIDS Education and Training Workgroup on COVID and HIV. Mr. Westgate continues to serve as a Clinical Instructor at the University of Maryland, School of Social Work and his scholarship includes integrated behavioral health, clinical work with LGBTQIA+ populations, working with individuals with chronic and life-threatening illness, healthcare policy, and health equity. As a faculty member, he has received numerous teaching awards including the Energizer Award, the Camara Jones Faculty Award of 2022, the Innovation in Social Work Award of 2022, the Exemplary Faculty Member of the Year Award along with the Dean’s Teaching Award for several consecutive semesters. He has been published in The Journal of Sociology & Social Welfare, The Social Worker, The Journal of Employee Assistance, Infusion Magazine, Provider Magazine, and Social Work Today.
Agenda & Learning Objectives
AGENDA:
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1:15 PM – 1:25 PM
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1:25 PM – 3:00 PM
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Opening reflective exercise
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Discuss the context of social work leadership
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Identify the core functions of social work supervisors
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Reflect upon leadership theories and frameworks
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3:00 PM – 3:15 PM
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3:15 PM – 4:30 PM
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Identify key challenges associated with leadership
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Conduct reflective small group exercises
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Conduct group exercise debrief
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Summarize and conclude session
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LEARNING OBJECTIVES:
Upon the completion of this workshop, participants will be able to:
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Understand the context of social work leadership coupled with the complexities of today's work.
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Review the essential tasks of social work supervisors.
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Conceptualize and effectively respond to the common pitfalls and crucible moments of emerging leaders.
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Build supervisory and leadership skills to remain grounded in practice, to nurture teams, and to prioritize the care of those who depend on us.
Bibliography & References
BIBLIOGRAPHY & REFERENCES
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Castelli, P, (2023). The Burden Of Leadership: Addressing Loneliness. Forbes. Retrieved from: https://www.forbes.com/sites/forbescoachescouncil/2023/05/03/the-burden-of-leadership-addressing-loneliness/?sh=4f623d82232b
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Center for Creative Leadership (2023). The Core Leadership Skills You Need in Every Role. Retrieved from: https://www.ccl.org/articles/leading-effectively-articles/fundamental-4-core-leadership-skills-for-every-career-stage/
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Herrenkohl, T. I., Mersky, J. P., & Topitzes, J. (2019). Applied and Translational Research on Trauma-Responsive Programs and Policy: Introduction to a Special Issue of the American Journal of Community Psychology. Am J Community Psychol, 64(3-4), 281-285. https://doi.org/10.1002/ajcp.12402
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Lencioni, P. M. (2016). The ideal team player. John Wiley & Sons. Chicago. Lencioni, Patrick M. 2016. The Ideal Team Player. New York, NY: John Wiley & Sons.
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National Association of Social Workers (n.d.) Best Practice Standards in Social Work Supervision, NASW Association of Social Work Boards. Retrieved from: https://www.socialworkers.org/Practice/NASW-Practice-Standards-Guidelines/Best-Practice-Standards-in-Social-Work-Supervision
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National Association of Social Workers. (n.d.). NASW code of ethics. Retrieved April 24, 2023, from https://www.socialworkers.org/About/Ethics/Code-of-Ethics/Code-of-Ethics-English
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Palmer, P. J. (2004). A hidden wholeness: the journey toward an undivided life: welcoming the soul and weaving community in a wounded world. San Francisco, CA, Jossey-Bass. Palmer, Parker J.
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Peng, A. C., Schaubroeck, J. M., Kim, D., & Zeng, W. (2023). How Is Leadership Maintained? A Longitudinal Mediation Model Linking Informal Leadership to Upward Voice Through Peer Advice Seeking. Journal of Applied Psychology, 108(5), 794–808. https://doi.org/10.1037/apl0001058
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Scott, K. (2017). Radical candor: be a kick-ass boss without losing your humanity. First edition. New York, St. Martin's Press.
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Vides, B., Middleton, J., Edwards, E. E., McCorkle, D., Crosby, S., Loftis, B. A., & Goggin, R. (2022). The Trauma Resilient Communities (TRC) Model: A Theoretical Framework for Disrupting Structural Violence and Healing Communities. Journal of Aggression, Maltreatment & Trauma, 31(8), 1052–1070. https://doi.org/10.1080/10926771.2022.2112344
Relevant NASW Ethical Codes:
Target Audience
Social Workers, LCPCs, and Psychologists
We welcome anyone interested in the topic!
Late Fees and Refunds
The base price is $70 and includes CE credit. A non-refundable late fee of $20 is added on June 27, 2024.
Cancellations** must be received 24 hours in advance prior to the workshop to receive a refund or an account credit.
Late fees cannot be refunded or applied to account credit.
**ALL cancellations will be subjected to a $35.00 administration fee.**
ADA Accommodations
If you are requesting ADA accommodations, please contact our office via email at least two weeks prior to the workshop date. Requests after that date may not be fulfilled.
Our email address is cpe@ssw.umaryland.edu.
