Creating a sustainable, asset-based public service model that builds capacity and resilience within citizens, families and communities has become the primary concern of the whole children’s services system. Achieving this requires brave, collective and sustained acts of leadership across systems and throughout organisational structures – systems leadership.
Improving outcomes for children and young people, particularly the most disadvantaged, requires the collective endeavour of many players, each with their own history and traditions, values and principles, and competing priorities. Creating and sustaining the conditions within which that collective endeavour can thrive is what systems leadership is all about.
Research commissioned by the Staff College suggests that, rather than single leaders acting on their own, systems leadership is everyone’s business. It is what happens when many people, at different levels in the system, work together towards agreed goals. It therefore requires “leadership that extends beyond the confines of single agencies or organisations, stretching the remit and skills of leaders into places where their usual authority, derived from organisational position, may not be recognised”.
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