Leadership and Performance in Human Services Organizations

Leadership is commonly seen as an important variable affecting organizational performance. While the concept has been extensively studied, there is still much to be discovered regarding how leadership affects variables such as organizational culture, climate, and performance. Most of the research on leadership has been in for-profit organizations. While research on leadership in human services organizations is increasing, there is still a limited amount of research knowledge to guide practice in our field. One seminal article in social work described the importance of administrative “behaviors, attitudes, practices, and strategies” in ensuring effective service outcomes (Patti, 1987, p. 377), and subsequent research, some of which is included below, supports this perspective. The purpose of this chapter is to provide guidance to human services managers, consultants, and researchers regarding the ways in which leadership can improve the performance of human services organizations. The chapter will begin with definitions, a conceptual overview, and a brief discussion of evidence-based practice applications in management, which will undergird the rest of the chapter. Then we will review the best-known and most studied theories and models of leadership, with specific attention to how leadership impacts organizational culture, climate, and performance. Organizational change leadership and, specifically, organizational cultural change will receive special attention because of their key roles in impacting and improving organizational performance. Related issues, including diversity and ethics, will be briefly reviewed. The chapter will conclude with discussions of implications for practice, education, and future research. Leadership and Performance in Human Services Organizations