Social work leadership : power (im)balance in co-leadership

Leadership in the social work profession has not received much research attention despite social workers making great leaders. With a recent trend moving away from traditional heroic solo leadership to more shared post-heroic leadership models, collaborative approaches to leadership align well with the values of social work. This comprehensive thematic literature review takes a look at co-leadership, one such shared leadership approach, through the lens of Anti-Oppressive Practice (AOP) and Implicit Leadership Theory (ILT) in order to answer the primary research question: What are the preconditions for effective co-leadership in social work? Particular focus is given to how social location, namely gender, race, and ethnicity, impacts the effectiveness of co-leadership and results in power (im)balances between social work leaders in a co-leadership dyad. The literature suggests that the essence of co-leadership involving two leaders equally positioned without differences in power is difficult to achieve through the lens of AOP and ILT, especially when the dyad contains individuals whose perceived status in society does not fit the typical characteristics of who a leader is. The literature further points to the need for ongoing critical reflective practice between co-leaders as a means to achieving an equitable distribution of power and influence