Dave has worked within social care environments for a number of years managing local authority children's services at a senior level. Following this he moved to a large private sector organisation and took up the role of regional director managing operations in Devon, Wales and the Northeast of England. Working within a rapidly changing environment, Dave led a project team in the development of a number of new social care services; these included the development of an independent fostering agency, specialist schools and children's homes. He has also worked in Europe in a Romanian province to help develop a local child protection process. In 2007 Dave joined the University working within the Centre for Leadership in Health and Social care. In this role he was responsible for leadership teaching and consultancy work to health and social care professionals and organisations. He led the MSc Health and Social Care Leadership programme and developed a number of consultancy projects. As an example he developed bespoke leadership programmes for Cafcass, for a number of local authorities and for Doctors progressing into more senior roles.
In July 2015 he joined the Department of Social work, Social Care and community Studies. As an Academic Delivery Manager he is responsible for the academic delivery of the range of programmes that the Department offers.
Leadership in Health and Social Care Organisations
Social Work, Social Care and Community Studies
Health And Wellbeing
Dave completed a Professional Doctorate in 2015. His research project was called 'A new conceptualisation of Leadership utilising an appreciative inquiry approach'.
The aim of the study was to provide new insight into a concept of leadership that would have relevance to practitioner leaders regardless of their leadership style or approach. There are so many models of leadership; it is difficult to decide whether a transformational, transactional or compassionate approach should be taken. This study sort to identify commonalities across leadership models and then by utilising an appreciative inquiry methodology elicit opinion on this perspective. It is hoped that this model and approach will help leaders understand how they deal with the wicked problems that many face in health and Social care organisations today.
Johnson, D., Bainbridge, P., & Hazard, W. (2018). Understanding an alternative approach to paramedic leadership. Journal of Paramedic Practice, 10 (8), 1-6. http://doi.org/10.12968/jpar.2018.10.8.cpd2
Chapman, A.L.N., Johnson, D., & Kilner, K. (2014). Leadership styles used by senior medical leaders : patterns, influences and implications for leadership development. Leadership in Health Services, 27 (4), 283-298. http://doi.org/10.1108/LHS-03-2014-0022
Johnson, D. (2017). What is a team and effective team working. In Godbole, P., Burke, D., & Aylott, J. (Eds.) Why hospitals fail : between theory and practice. (pp. 95-100). Switerland: Springer: http://doi.org/10.1007/978-3-319-56224-7
Czabanowska, K., & Smith, T. (Eds.). (2013). Leadership for public health in Europe: student module book. Maastricht, Netherlands: Maastricht University.
Czabanowska, K., & Smith, T. (Eds.). (2013). Leadership for Public Health in Europe. Teacher’s Handbook. Maastricht, Netherlands: Maastricht University.
Smith, T., & Czabanowska, K. (Eds.). (2013). Leadership for Public Health in Europe. Nominal Plan. Maastricht University.
Nelson, P., Whitehead, L., Foggin, J., & Johnson, D. (2019). Making safeguarding personal temperature check. Sheffield: Sheffield Hallam University.
Theses / Dissertations
Johnson, D. (2015). Exploration of a new conceptualisation of leadership, utilising an appreciative inquiry approach. (Doctoral thesis). Supervised by Pollard, L., & Gordon, F.
Aylott, J., Brown, I., Copeland, R., & Johnson, D. (2008). Tackling Obesities: The foresight report and implications for local government. Improvement and Development Agency for local government (IDeA): http://www.idea.gov.uk/idk/core/page.do?pageId=8267926