Intellectual disability (ID), once called mental retardation, is characterized by below-average intelligence or mental ability and a lack of skills necessary for day-to-day living. People with intellectual disabilities can and do learn new skills, but they learn them slowly. The proposed book argues for alternative and innovative approaches to leadership in intellectual disability service provision. It does this in the light of service scandals including Winterborne View (UK), Oswald D. Heck (USA), Aras Attracta (Ireland) and many others. The book will explore the failed leadership issues underpinning such debacles and then examine how the context for intellectual disability service provision has changed. It will then propose alternative models for service leadership that are contiguous with the changed landscape, ending with exemplary vignettes outlining situations where such innovative change is happening.
Recent reviews of intellectual disability service provision in Ireland and the work of the ‘Strengthening the Commitment’ group in the United Kingdom have both highlighted the need for leadership education and training in health and social service provision. Such education is sorely lacking and this proposed book will, therefore, seek to address this gap. We expect that it will be of interest to a wide range of professionals in the field of intellectual/learning disability service provision in the USA, UK and Ireland.
Notes on Contributors
Part One: Background and Context
Chapter 1 Leadership and Intellectual Disability Services (Ireland, UK and USA) (Dr. Fintan Sheerin, Trinity College Dublin, Ireland)
Chapter 2 Moving Models: Leading through Constant Change (Prof. Ruth Northway, University of South Wales)
Part Two: Leadership for Improving and Energizing
Chapter 3 Overview of Leadership Theories: Is a New Kind of Leadership Needed? (Dr. Elizabeth Curtis, Trinity College Dublin, Ireland)
Chapter 4 The Role of Leadership and Motivation during Change (Dr. Patrick Ryan, National University of Ireland, Limerick, Ireland)
Chapter 5 The Psychology of Leadership (Dr. Christine Linehan, University College Dublin, Ireland)
Part Three: Innovating through Change
Chapter 6 Achieving Successful Change (Professor Joseph Coughlan, National University of Ireland, Maynooth, Ireland)
Chapter 7 Collaborative Model: Building Inclusion (To be confirmed)
Chapter 8 Achieving Change (Dr. Eric Lantham, UCLA – to be confirmed)
Part Four: Application
Chapter 9 Case Studies