Leadership, management, and supervision in social work teams: Challenges of role conflation

Abstract This article examines the impact of role ambiguity among leadership, management, and supervision on professional identity, interprofessional collaboration, and team effectiveness within UK social work. It investigates how unclear distinctions between managerial, leadership, and supervisory roles influence practice, professional development, and collaborative working across disciplines. The systematic literature review highlights the need for clearer distinctions in these roles to ensure that social work professionals can effectively manage and lead in line with the core values of the profession. The findings suggest that clear role definitions support leadership that aligns with social work values and enhances team effectiveness across various professional settings. The article recommends implementing structured leadership training programmes and clear organizational guidelines to aid social workers’ transition between roles without confusion and suggests policy changes in the Professional Capabilities Framework (PCF) for Social Work in England to improve role clarity. By addressing the ongoing challenges of role ambiguity, this article contributes to the literature by highlighting the practical implications of leadership role distinctions and their impact on team dynamics and service delivery.