Social work leadership is failing – it’s time for radical change
Social work in England is broken – not because of the dedicated professionals on the frontline, but because of a leadership culture that is detached, stagnant, and more focused on protecting reputations than protecting children.
Across local authorities, social workers are firefighting in impossible conditions –overstretched, under-resourced, and expected to meet arbitrary performance targets that bear little relevance to real outcomes for families.
Even worse, when an OFSTED inspection looms, leadership teams scramble to create a façade of stability, coaching staff on what to say rather than addressing the deep-rooted failures within the system. This isn’t just dishonesty – it’s a betrayal of the very values social work stands for. The question is, how do we fix it?
A leadership crisis
I have been a senior leader in social work for several years, managing services and shaping national social work programmes. Since returning to frontline practice, one thing is clear: times have changed – and not for the better. It is no wonder social workers are leaving in droves. The amount of pressure placed on frontline staff is staggering. Every day, I find myself asking, “Who is doing this or that task?” The answer is always the same: the social worker.
Basic business support has been cut to the bone. IT systems are outdated and poorly maintained, making even simple tasks unnecessarily difficult. There are fewer administrative staff, fewer family support workers, and fewer resources to help social workers do their jobs effectively. The fundamentals needed to practise good social work – time, support, and tools – are missing.
The higher up the chain you go, the further removed decision-makers are from these realities. Policies are dictated by service managers and heads of service who haven’t held a caseload in years, who don’t understand the daily pressures of frontline work, and who see social workers as data points rather than skilled professionals.
The fight for change
It would be easy to say that service managers and heads of service simply don’t care, but that isn’t always the case. Many are lobbied by experienced social workers and frontline managers to push for change – but their hands are tied. Bureaucracy, budget cuts, and political agendas leave them powerless to act.
More than that, some of these leaders have been in post for so long that they have lost the fight to insist on change. They have become desensitised to the impact of poor resources, excessive caseloads, and outdated systems. They have stopped challenging bad decisions. They have lost focus on improving social work standards and, in doing so, have lost sight of what truly matters – giving social workers the tools and time to make a difference.
I have worked in multiple local authorities and seen the same pattern repeat itself. In one, an assistant director – a strong, capable leader – desperately wanted to drive change. But the managers around her had become so disconnected from frontline practice that they couldn’t implement her vision.
Good leadership, no matter how well-intentioned, cannot fix a system where those responsible for delivering change have become too entrenched in a broken way of working.
And it’s not just families who suffer – social workers do too. Burnout, stress-related illness, and moral injury are becoming defining features of the profession. Social workers are leaving, not because they don’t care, but because they are being asked to do the impossible in a system designed for failure. Staff retention strategies mean nothing when leadership itself is part of the problem.
A radical overhaul
The only way to break this cycle is to bring leadership back to where social work happens – on the ground. A key change must be the introduction of a mandatory rotation system, where service managers and heads of service are required to return to direct social work practice at least once every two years, for a minimum of one year.
This would prevent leadership from becoming insulated in strategy meetings and performance reviews while real-life social work continues to suffer. It would ensure that decision-makers experience firsthand the pressures of high caseloads, the complexities of court proceedings, and the reality of working with families in crisis.
Most importantly, it would mean that when policies are created, they are designed by people who truly understand their impact.
Stop the box-ticking
OFSTED inspections should be about exposing failings and driving improvement, but instead, they have become an exercise in staged performances. Senior leaders prepare staff with scripted responses, create cosmetic ‘quick wins’, and rush to present an image of stability that dissolves the moment inspectors leave.
OFSTED must move beyond surface-level assurances and look at what’s really happening. Are caseloads sustainable? Are families receiving meaningful intervention? Are social workers being given the time and resources to do their jobs? If the answer is no, then leadership should be held accountable.
Enough talk – it’s time for action
The government’s proposed Children’s Wellbeing and Schools Bill, alongside reforms tackling profiteering in children’s social care, may offer some positive steps. But without fundamental changes to how leadership operates, these reforms will be nothing more than another layer of bureaucracy.
The proposed rollout of family hubs could improve early intervention, but only if they are properly funded and embedded in practice, rather than used as a quick fix to mask deeper issues.
We need more than words. We need action. Leadership must be accountable. Senior managers must return to practice. OFSTED must demand real change, not just well-rehearsed answers. If those at the top refuse to step into the reality of social work, they should not be leading it.
Social work is about people, not numbers. The system can only change if those in power are willing to face the truth and act on it.
The question is – who in social work leadership is brave enough to make that happen?