Calls for systemic reform within public child welfare have been consistent, yet the system has struggled to respond adequately. This article discusses the issue of system reform by examining perspectives of caseworkers and supervisors on organizational readiness for change. It presents data from semistructured qualitative interviews with 29 public child welfare employees. The findings indicate that organizational leadership is the core determining condition for employees' perceptions of readiness for change. The article discusses practice and policy recommendations for child welfare leadership in order to effect organizational transformation and, ultimately, meaningful and long-term change for the families served by the system.
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