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LO1: Effectively communicate a structured and evidenced argument that explores effective leadership in integrated health and social care.
Integrated Health and Social Care
Leadership and Entrepreneurship in Health and Social Care
Unit code: 2G6Z0026 – 2023_2024
2023/2024
Faculty of Health and Education
Department of Social Work and Social Care
Unit Lead:
Introduction
Welcome to the unit Leadership and Entrepreneurship in Health Social Care. This is an exciting time to be exploring the role of L&E in health and social care. Longstanding social problems and inadequate funding across the sector require strong leadership and creative entrepreneurial solutions. We hope that you will find the unit enjoyable and useful for your degree and beyond.
The health and social care sector is a large and complex set of organisations that provide a range of health and social care services to individuals, based on need. The high demands on services have resulted in a very clear need to develop innovative and creative approaches to effective service delivery. The work that you complete within this unit will help you to understand the ways in which leadership and entrepreneurial skills are utilised to develop and deliver social innovation to a diverse and growing population.
In this unit, we will draw on the Sustainable Development Goals to frame a social problem that we will develop a social enterprise to address. By developing a business plan for your social enterprise, you will develop your own understanding and skills of leadership and apply these to your own service.
We look forward to working with you on this unit and to seeing your ideas come to life.
Best wishes,
Teaching Team
The teaching team is here to support your learning on this unit. They can be contacted by email as below.
Learning Outcomes
Learning outcomes are descriptions of the specific knowledge, skills, or expertise that you will get from the unit. On successful completion of this unit, you will be able to:
LO1: Effectively communicate a structured and evidenced argument that explores effective leadership in integrated health and social care.
LO2: Demonstrate a critical understanding of social entrepreneurship and innovation within integrated care.
LO3: Identify the importance of the Sustainable Development Goals in leadership and entrepreneurship.
LO4: Construct and communicate an outline business plan for an innovative integrated care enterprise.
Delivery model
The unit will be taught through a combination of interactive sessions and independent or group activities. You can see an outline of these below (please note that this is subject to change).
Your timetabled activities comprise of on campus sessions, which will be in the form of lectures or workshops (please refer to your timetable for room allocations and times) and study lab days that can be done either on or off campus. You must ensure all Study Lab activities are completed in advance of the following on campus day.
The assessment will be built through the course and you will be provided with assessment tasks during the Study Lab days, so attendance and engagement is essential. You will also be expected to work outside of the timetabled activities to complete your assessment. You will be given support and advice about planning your assessment in sessions, as well as feedback. There will also be the opportunity for group or individual tutorials.
We will be using Moodle to facilitate your learning. The Moodle area will contain information about the unit, your activities and resources, suggestions for reading, announcements about the unit, web links and attachments. Please ensure that you regularly access the Moodle pages for the most up to date information and resources.
Teaching Schedule
Please refer to your individual timetable for dates, times and rooms. Please note the below schedule is subject to change, refer to Moodle for the most up to date teaching schedule.
Part 1 - Being entrepreneurial to solve social problems in Health and Social care
Week 1 – Introducing Innovation, enterprise, and social problems.
Week 2 – Social Problems in Health and Social Care
Week 3 – Your health and social care service and enterprise skills
Week 4 – Developing Business Plans
Consolidation week
Part 2: Leadership and Project Management
Week 5 – Leadership in Health and Social care
Week 6 – Understanding your organisation and your approach
Week 7– Working with others.
Easter break
Week 8 – Project management tools
Part 3: Putting the business plan together
Week 9 – Assessment Labs: Compiling the business plan
Week 10 – Assessment Support.
SUBMISSION
Thursday 9th May 2024, 9pm.
Assessment
Students will write a 3,000-word business plan proposal for an innovative entrepreneurial idea. You will work with the Sustainable Development Goals to identify your idea and the problem you wish to solve. You will provide an evidence-based argument to demonstrate the need for your project. You will include several aspects to demonstrate you understand how to develop a feasible and realistic project using appropriate project management and development tools. In your proposal you will need to provide an overview of the leadership style you will be utilising and offer an evidence-based argument demonstrating this is the most appropriate leadership style.
Please see the programme assessment handbook and the assessment guides on Moodle for full details of the assessment including the submission date and regulations. LO1: Effectively communicate a structured and evidenced argument that explores effective leadership in integrated health and social care.
Full assessment guidance will be provided throughout the unit within teaching days, marking rubric and recorded assessment brief.
Reading list
Please refer to the online reading list on Moodle.
Academic Credits
You will be awarded 30 academic credits on successful completion of this unit.
Example Answer
LO1: Effectively communicate a structured and evidenced argument that explores effective leadership in integrated health and social care.
Effective leadership is a critical component of integrated health and social care systems, where collaboration among diverse professionals is essential to delivering high-quality services. This essay explores the characteristics of effective leadership in this context, examining how it influences team dynamics, service delivery, and patient outcomes. The discussion draws on relevant theories and evidence to underscore the importance of leadership in fostering integrated care.
Characteristics of Effective Leadership
Effective leadership in integrated health and social care encompasses several key characteristics, including:
Vision and Strategic Direction : Leaders must articulate a clear vision for integrated care that aligns with the broader goals of health and social care systems. A study by West et al. (2014) highlights that leaders who communicate a compelling vision can inspire teams, fostering commitment to shared objectives.
Collaboration and Teamwork : Integrated care requires collaboration among various professionals, including doctors, nurses, social workers, and support staff. Effective leaders promote a culture of teamwork by encouraging open communication, shared decision-making, and mutual respect. Research by Cummings et al. (2010) indicates that collaborative leadership significantly enhances team effectiveness and improves patient care.
Emotional Intelligence : Leaders with high emotional intelligence can better understand and manage their emotions and those of others, facilitating stronger relationships within teams. According to Goleman (1998), emotionally intelligent leaders create an environment where team members feel valued and empowered, leading to improved morale and performance.
Adaptability and Resilience : The dynamic nature of health and social care necessitates leaders who can adapt to change and navigate challenges effectively. Leaders must be resilient in the face of setbacks and uncertainties, demonstrating flexibility in their approach to problem-solving. A study by Dyer and Dyer (2016) suggests that adaptable leaders are more successful in managing complex situations and driving positive change.
Continued....
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