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Management, leadership and user control in self-advocacy: an English case study

Tilley, Elizabeth (2013). Management, leadership and user control in self-advocacy: an English case study. Intellectual and Developmental Disabilities, 51(6) pp. 470–481.

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DOI (Digital Object Identifier) Link: https://doi.org/10.1352/1934-9556-51.6.470
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Abstract

This paper presents findings from a qualitative research project on an English self-advocacy organization. In light of recent political and economic developments that have threatened the sustainability of a number of self-advocacy groups for people with intellectual disabilities, I seek to explore how one particular organization managed to survive and grow. In particular, the paper explores themes of management, leadership, and user control, linking these to external perceptions about self-advocacy organizations. The organization in my study developed an ‘interdependent’ governance model based on key organizational roles for non-disabled advisors and self-advocates which proved popular with external funders. Despite the organization’s notable achievements, their success raises questions for the wider self-advocacy movement, notably how leadership capacity can be developed amongst self-advocates.

Item Type: Journal Item
Copyright Holders: 2013 The American Association on Intellectual and Developmental Disabilities
ISSN: 1934-9556
Keywords: intellectual disability; self-advocacy; leadership; management; user control
Academic Unit/School: Faculty of Wellbeing, Education and Language Studies (WELS) > Health, Wellbeing and Social Care > Health and Social Care
Faculty of Wellbeing, Education and Language Studies (WELS) > Health, Wellbeing and Social Care
Faculty of Wellbeing, Education and Language Studies (WELS)
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Item ID: 38371
Depositing User: Elizabeth Tilley
Date Deposited: 12 Sep 2013 07:35
Last Modified: 07 Dec 2018 20:11
URI: http://oro.open.ac.uk/id/eprint/38371
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