Social work explores human behavior through the lens of their social environments.  
 
Over the years, hundreds of social work theories have been developed – some more interesting than others. These theories can help us to understand why people behave the way they do in different social settings. 

One of the biggest social settings is the workplace. So we thought we would compile 11 of the most interesting social work theories out there – those that have stood out to us as the most impactful over the years.  

1. Psychosocial Development Theory 

Developed by Erik Erikson, this theory outlines eight stages of human development. Each stage carries its own unique dilemma, or “psychosocial crisis”. This starts from infancy, and carries right through to retirement: 

1. Infancy: Trust vs. Mistrust. During this stage, a person is learning to trust – or mistrust – the people around them. According to psychosocial development theory, an infant who is neglected could grow to develop trust issues, becoming insecure later in life. 

2. Early Childhood: Autonomy vs. Shame and Doubt. During a child’s earliest years, they are developing a sense of independence and personal control over basic functions – but those who are over-criticised can grow to develop tendencies for feeling shame and doubt. 

3. Preschool: Initiative vs. Guilt. Until around the age of 6, children are learning how to assert themselves, make decisions, and lead activities. Those who are harshly disciplined can find themselves feeling excessive guilt about their desires and actions. 

4. School Age: Industry vs. Inferiority. During a person’s pre-pubescent years, they are figuring out how they can make it in the world of people and things, and learning self-competency. Those who suffer extreme bullying at this stage can grow with a low self-esteem and confidence. 

5. Adolescence: Identity vs. Role Confusion. During the teenage years, a person is striving to find their personal identity as well as their potential role in society. Failing to “fit in” at this stage can lead a person to feel unclear about their career path or their future. 

6. Young Adulthood: Intimacy vs. Isolation. Until around the age of 40, the Psychosocial Development Theory suggests that a person is seeking to form deep relationships and connections. Failure to do so can lead to loneliness and isolation. 

7. Middle Adulthood: Generativity vs. Stagnation. During this middle-aged stage of life, people are starting to consider how they can really make their actions “count”, or “mean something”. Expect people from around 40 to retirement age to be seeking purpose, and possibly looking for family or career transitions. 

8. Maturity: Ego Integrity vs. Despair. The final stage of development, according to the Psychosocial Development Theory, is one of reflection – assessing life, and asking the question “was it OK to have been me?” 

Understanding these eight stages of development can help you to understand not only why somebody may behave the way they do, but can also help you to understand the moral struggles (aka “psychosocial crises”) that they may be battling with right now in their life. 

2. Social Learning Theory 

Albert Bandura’s social learning theory was developed in 1977, but still holds a lot of merit today. It suggests that people learn behaviors through observation, imitation, and modelling.  

There are actually a few ways you can apply the Social Learning Theory to the workplace, to increase engagement and productivity: 

Role Model Positive Behaviors. When leaders and peers demonstrate the desired behaviors that represent your ideal workplace culture, then others around will be encouraged to follow suit. Ensure leadership is bought into your vision, and ensure you have evangelists throughout the workforce. 

Promote Positive Reinforcement. You should be recognizing and rewarding behaviors that are aligned with your organizational values, in order to encourage repetition. This simple psychological technique can be very effective in building an ideal workplace culture. 

Use Modeling in Your Training Programmes. Introducing role-playing and simulations into your training programmes allows you to show your workforce the kinds of behaviors that you want to see, in very specific example scenarios that you can control. 

Redirect Negative Behavior. When you observe behavior that goes against your culture and values, you should intervene with constructive feedback, and ensure to show which alternative positive behaviours would have been more appropriate. 

Create a Feedback-Rich Environment. Providing timely feedback is important if any of this is going to work – ensuring that the feedback not only reinforces positive behaviors and corrects undesirable ones, but that it shows people they are valued, appreciated and noticed. 

Through role-playing, leading by example, and positive reinforcement, Bandura’s Social Learning Theory suggests that you can model a culture based on your ideal values. But remember, this is no good if you don’t know what kinds of behaviors you want to see – so it’s important that you articulate your ideal workplace culture in advance! 

3. Psychodynamic Theory 

Originating from the father of psychoanalysis himself – Sigmund Freud – the psychodynamic theory suggests that unconscious motivations and early childhood experiences shape behavior and emotions.  
 
Freud posited that we go through three distinct developmental phases – the “ID”, the “Ego” and the “Superego”. Or in other words, “instinct”, followed by “self-awareness”, followed by “morality”. 

Sigmund Freud believed that people’s behaviors could be shaped through talking therapies – a theory that was developed in 1915, and which laid the foundations for many psychosocial practices today, more than 100 years later. 

4. Attachment Theory 

This theory was developed by John Bowlby and Mary Ainsworth, and explains how certain relationships impact a person’s emotional development throughout their life.  

While the Attachment Theory was originally developed as a way to explore the bonds between children and their caregivers, it can also help us to understand social dynamics in other settings, too, including the workplace.  

For example, attachment theory can shed light on how employees form bonds with their leaders and colleagues. Individuals with secure attachment styles may feel more confident and trusting, fostering strong teamwork, while those with insecure attachments may struggle with trust or autonomy. 

5. Empowerment Theory 

Empowerment theory, as articulated by Zimmerman (2000), emphasises enabling individuals and groups to gain control over their circumstances by leveraging their strengths, resources, and self-efficacy. You can use this approach to motivate teams and achieve organizational goals. 

Foster Autonomy: If you encourage employees to take ownership of their tasks and decisions, you can boost confidence and motivation, resulting in higher productivity. 

Encourage Resource Utilisation: When you guide your teams to recognize and access internal and external resources, you are enhancing their problem-solving capabilities and helping them take more initiative in their role. 

Promote Resilience: Empowered teams are better at navigating challenges effectively, sustaining performance under pressure. 

By applying empowerment theory, you can create an environment that encourages autonomy, resilience, and resourcefulness, ultimately driving your team toward achieving shared goals with confidence and purpose. 

6. Anti-Oppressive Practice 

Based on Dominelli’s (2002) work, anti-oppressive practice focuses on addressing systemic power imbalances and ensuring equity and inclusion for all, particularly marginalised groups. There are a few key elements to this social work theory, which are:  

A Focus on Power Dynamics: Anti-Oppressive Practice examines and challenges the unequal distribution of power in relationships, organizations, and systems. 

Systemic Change: The theory seeks to dismantle institutional barriers that perpetuate inequality and disadvantage marginalised groups. 

Intersectionality: Anti-Oppressive Practice acknowledges that individuals face multiple, overlapping forms of oppression (e.g., race, gender, class) and addresses these holistically. 

Empowerment and Advocacy: The work prioritises the empowerment of marginalised voices, advocating systemic reforms that promote equity and justice. 

Reflexivity: The theory encourages practitioners to critically reflect on their own biases, privileges, and role in perpetuating or challenging oppression. 

Applying anti-oppressive practice in the workplace promotes a culture of fairness, respect, and inclusivity, empowering all employees to contribute meaningfully and ensuring the organization benefits from diverse perspectives and talents. 

7. Task-Centered Practice 

Task-Centered Practice is a short-term, goal-oriented approach that focuses on identifying specific, achievable tasks to address immediate problems. Developed by William J. Reid and Laura Epstein in the 1970s, this theory is built on the principle that breaking down complex issues into manageable steps can empower individuals to take control of their circumstances and create tangible change. 

Practical Implications: 

Collaborative Goal Setting: Practitioners work closely with clients to establish clear, measurable goals tailored to their immediate needs. 

Action-Oriented Approach: Together, they develop actionable tasks, which can be revisited and adjusted as progress is made. 

Skill Development: By focusing on problem-solving and achieving set goals, clients build confidence and enhance their self-efficacy. 

An example of this in practice, could be let’s say you have an employee struggling with time management at work. To solve this using Task-Centered Practice, they might work with their manager to create specific strategies, such as daily task prioritisation and using scheduling tools, gradually improving their productivity. 

8. Person-in-Environment (PIE) Theory 

It sounds delicious, but unfortunately it’s just an acronym. PIE theory examines individuals within the context of their environment, recognizing the interplay between personal factors (such as mental health or personality) and external factors (like social networks, community resources, or systemic barriers).  

In a social work setting, this holistic approach helps practitioners provide interventions that address both personal and environmental challenges. In a workplace setting, understanding an employee’s challenges might involve assessing external pressures like caregiving responsibilities or financial stressors, in addition to internal factors like job satisfaction. 

PIE Theory was developed in 1994, and is widely used in many settings today. 

9. Behaviorism 

Behaviorism is a theory rooted in the works of B.F. Skinner, and focuses on observable behaviors and how they are learned and reinforced. Similar to Bandura’s work earlier in this article, the theory includes elements of conditioning — either through positive reinforcement, negative reinforcement, or punishment. 

Reinforcement Techniques: In a Behaviorism model, desired behaviors can be encouraged through positive rewards, while undesirable behaviours can be discouraged through lack of reinforcement or “corrective actions” (i.e. punishments). 

Behavior Modification: Structured programs, such as using token economies in therapy or workplace incentives, can create lasting behavioral change. 

This theory was developed in 1953, and although there is plenty of research that supports the idea of positive reinforcement, best-practices tend to state that “negative reinforcement” and “punishment” is a bad idea in the workplace. 

10. Transpersonal Theory 

Transpersonal theory is seen as a more philosophical approach than some of the others we’ve talked about. It incorporates “spiritual” and “transcendent” dimensions of human experience into social work practice, with an emphasis on personal growth, self-actualisation, and meaning-making – particularly for those exploring life’s deeper questions. 

Transpersonal Theory was compiled by A. S. Cowley in 1993, and looks at areas such as: 

Mindfulness and Meditation: Incorporating practices that promote self-awareness and inner peace to help individuals manage stress or existential concerns. 

Exploration of Purpose: Supporting individuals in identifying their values, spiritual beliefs, or goals can guide them toward greater fulfilment. 

Beyond Material Needs: The theory encourages addressing emotional and spiritual needs, not just practical or physical ones. 

This kind of approach isn’t always going to be well-received by people in the workplace. It depends on the kind of culture you have, and the kinds of people you employ. But encouraging mindfulness is never going to be harmful – offering guided meditation sessions has been proven in many sessions to make people happier at work. 

11. Rational Choice Theory 

The final social work theory on our list is the Rational Choice Theory, which we find super interesting, as it states that individuals make decisions based on a cost-benefit analysis, aiming to maximise personal advantage. Or, in other words, in every social decision we make, we are apparently weighing up “What’s in it for me?”