Ethical and relational leadership in a complex world: the use of the Human Learning Systems and social pedagogical leadership framework to navigating complexity

Abstract

The Covid-19 pandemic brought into sharp focus the complexities and challenges facing social work and social care organisations. Using theory, ethics and practice, this article aims to critically explore an ethical and relational approach to leadership that can help navigate complexity in social work in the UK. Explaining the emerging Human Learning System, this article argues that this paradigm can offer an alternative to the new public management, with its focus on the three core aspects of markets, matrix and management. Key to this discussion is the social pedagogy leadership framework, which aims to assist the navigation of complexity in direct practice and support positive organisational cultures and systems as discussed within the Human Learning System. The leadership framework is informed by the principles of social pedagogy, which are seen as an ethical philosophical approach to leadership and direct practice. It places human relationships and rights within the everyday and at the heart of leadership and organisational change – as Berit Bae has stated, human rights must be applied in the everyday, not just in certain situations. Using the philosophical principles and core ideas of social pedagogy and the Human Learning System, the framework is designed to support leadership, which is relational and ethical at its core, while also assisting the navigation of uncertainty and the complexities of the work undertaken by modern social work and social care organisations.