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This article surfaces issues about the often-used but widely under-reported practice of working with advisory fora. We critically reflect on our experiences working with an advisory network when co-designing a research study about a 'sensitive' subject. We discuss the following: (1) How the network evolved as a matter of ethical and pragmatic choices; (2) Potential issues when discussing sensitive issues 'outside' of the participatory or participant context; and (3) Practical and epistemic issues involved in (not) 'taking' advice. We suggest that although sensitive research is more conventionally aligned with more 'radical' forms of participatory practice, advisory networks can present a useful and sometimes more appropriate form of inclusion and engagement for some advisors and for some types of research study. The article should, therefore, be of interest to a wide range of academic and practice-based health and social care staff and, in particular, those who plan to use advisory fora in their work.

This paper presents findings from a qualitative study undertaken with 46 African and African Caribbean men exploring their experiences of fatherhood. Data analysis was informed by Connell's theoretical work on changing gender relations. Findings indicate that fathers' lives were mediated by masculinities, racism, gender, migration and generational changes in parenting. Fathers advocated a style of parenting centred on good communication with children. The implications of findings for theory, future research and health and social care policy regarding both children's well-being and the inclusion of fathers by health and social care practitioners are discussed.

Leadership is a frequently used term, but these uses include various definitions and applications; these uses are sometimes contradictory. This definitional vagueness can be a particular challenge for professions, including social work. In comparison to other similar professions, there is a lack of leadership knowledge generation in social work. In addition, the organisational context in England has been challenging in recent decades, likely hindering development and application of leadership models. Health care has a broader empirical and conceptual development of leadership as a topic of examination. In health care literature, compassionate leadership is gaining momentum as a useful way of developing good clinical leadership. There is a strong tradition in social work of engaging with compassion as an element of social work values. We present models of compassionate leadership and consider their usefulness for the current social work knowledge base. We suggest that compassionate leadership may prove useful for social work practice and academia. [ABSTRACT FROM AUTHOR]

Abstract People with mental health illness, particularly those affected in the long term, experience higher rates of morbidity and mortality than the general population. It is, therefore, crucial to meet [...]

ENTREPRENEURSHIP HAS traditionally been associated with individuals operating in the private sector. However, there is increasing evidence to suggest that entrepreneurs have a role in public sector organisations, especially as [...]