This paper examines Roger Plachy's 1986 book When I Lead, Why Don't They Follow? and applies its core concepts to the social work profession. It explores Plachy's distinction between managers and leaders, arguing that social workers occupy a hybrid "leader-manager" role by virtue of their responsibilities as guides, helpers, and advocates. The paper addresses key themes including the non-necessity of charisma in leadership, the importance of vision and emotional connection, and practical communication strategies such as direct lines to followers, grievance procedures, and attitude surveys. The discussion concludes by considering how effective leader-managers in social work can mobilize diverse followers around shared values.
Roger Plachy's 1986 book When I Lead, Why Don't They Follow? distinguishes the difference between a manager and a leader, and offers specific tools and techniques to improve effectiveness at being both. A core tenet of the book is that leadership entails the expression of values. Leaders inspire because they mirror the values held by their followers. Plachy suggests that when followers subsequently empower leaders to advocate on their behalf, the leader becomes a "leader-manager." Similarly, when a person in a designated managerial role begins to express the values held by subordinates or colleagues, that person becomes a leader-manager.
The hybrid leader-manager role is one that characterizes the social work profession. Social workers straddle the line between leadership and management because of their role as guides, helpers, and advocates. These multiple roles make some social workers naturally prone to positions of leadership as well as management positions in communities or organizations.
One of the most notable points about leadership that Plachy makes in When I Lead, Why Don't They Follow? is that leaders do not need to be charismatic. Although many leaders are charismatic individuals, leadership itself does not depend on the trait of charisma. Social workers are not necessarily cast in the role of trying to evangelize or crusade as a charismatic leader might. However, some social workers will need to draw from a wellspring of inner drive and vision to empower others and gain their support.
Helping others to reach their goals is really what defines a leader — which is also the role that a social worker fulfills. Leaders must be visionary and future-oriented. Social workers assess the present in order to create better futures. The bond that develops between a leader and followers is an emotional one, which is why social workers have the potential to be effective leaders. Research on emotional intelligence and leadership further supports the idea that empathy and emotional attunement are central to inspiring and sustaining followership.
Social workers who manage other social workers must take heed of basic communications procedures that help them become genuine leader-managers. Listening skills and other hallmarks of effective communication are essential. Plachy discusses three basic "communications channels which manager-leaders can make available to their followers" (p. 100).
The first communications channel is ensuring that there is a direct line to the followers, usually via what Plachy refers to as first-line or first-level manager-leaders. The second channel involves creating an appropriate grievance procedure or appeals process so that members at all levels of the leadership spectrum feel empowered enough to call for change when change is necessary. Third, Plachy suggests the implementation of an attitude survey. A questionnaire or interview system can serve as such a survey.
"Uniting diverse social workers around shared goals"
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