Understanding your leadership approach
Being able to adapt your leadership approach to the situation is a key skill in social care.
Supervision
Regular self-assessment or asking colleagues for their reflections can help you develop your skills.
This resource is for anyone interested in a leadership role in social care, and for those already working in leadership roles.
The following section will help you reflect on your leadership approach. It will encourage self-awareness, relationship-building, and the ability to lead with empathy, fairness, and inclusivity. Use it as a guide to reflect on how you can strengthen your leadership skills and ensure a positive, supportive environment for your team.
Develop an inclusive leadership style
As a leader be aware of these issues for leaders. Consider if you:
- actively involve your team in decisions
- get their support for new ideas and changes
- genuinely engage with them to shape decision-making
Improve your self-awareness
Self-awareness is a skill that leaders should develop. Ask yourself if you:
- understand your strengths and limitations and share them openly
- have team members whose skills are complementary to yours
- know when you need help and where to get it
Work on relationships with your team
Developing and sustaining supportive team relationships is critical for team functioning, particularly when the team is experiencing challenges. Reflect on your ability to:
- work through difficulties without alienating others
- respectfully disagree and avoid holding grudges
Model a healthy work-life balance
As a leader, the example you set about maintaining a healthy work-life balance influences others. Ask yourself if you:
- consistently demonstrate commitment to self-care, especially during personal and professional challenges
- show that you value sustainable work habits
Address challenges with your team directly
Being able to identify and respond to issues which impact on team functioning is an important leadership activity. Ask yourself if you:
- can assert your authority when needed without being authoritarian
- treat everyone fairly, even in disagreement
Value quality of work over time spent on work
Avoid “long hours” talk or competition over who works more, as this can create a culture that values hours over quality. Limit sending emails outside of work hours or during others’ leave and take regular lunch breaks.
Make it clear that you prioritise holidays and downtime. By modelling a healthy work-life balance, you create a more positive environment and may improve overall performance.
Test your self-awareness
Research shows that while 95% of people think they’re self-aware, only 10-15% actually are (read Eurlich in References). We all carry a “shadow side”: parts of ourselves we avoid, like selfishness, envy, or traits we label as “bad.” Hiding these traits can even bury some of our good qualities.
Facing this shadow helps us become more genuine, energised, and creative. Social care leaders want to use their strengths to help others feel respected and supported. Read more about how you can do this in the article by Erlich in the references.
References
Research in Practice. (n.d.). Practice supervisor development programme (child and family social work).
Research in Practice. (n.d.). Supervisor development programme (adult social care) tools.
SCIE. Effective supervision in a variety of settings Guide 50 (2017)
Skills for Care. (n.d.). Effective supervision: A practical guide for adult social care managers and supervisors.
Next page: Practising emotion regulation as a leader
The resources have been developed by
Research in Practice
in collaboration with
DfE.
Published: 27 February 2025
Last updated: 27 February 2025
Published: 27 February 2025
Last updated: 27 February 2025