his enabler Leaders can transform the communities that they work in. This requires the passion, commitment, knowledge, skills, and expertise of every kind of leader. From senior political and corporate leaders, those designing and managing services, like practice leaders and principal social workers, through to those overseeing practice, like team managers. Leadership in children’s social care is not solely about a position in an organisation – regardless of seniority, individuals working in children’s social care can practise leadership, and use their influence to improve their organisational and practice culture, and advocate for children, young people, and families. Leaders at every level should model the strong relationships they want to see between practitioners and children, young people, and families. They need to use every tool available, whether that is partnerships, the expertise of their workforce, the wisdom and insights of those with experience of interacting with children’s social care, or data and technology, to set the conditions for practice and to continually improve the services they provide. Expectations for practice How senior leaders should support this enabler in practice • Leaders put the National Framework’s principles for practice at the heart of their leadership approach and embed these principles as core values in their organisation. They prioritise regular and open discussion with their organisation so that everyone understands how the principles deliver better outcomes. • Leaders at every level of the organisation lead by example: they are visible, approachable and have the knowledge, and experience for their role. They model integrity and creativity in their work, and demonstrate clarity of purpose for their teams, organisation and with pa