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Part one of this paper (Alban‐Metcalfe & Alimo‐Metcalfe, 2009) concluded that personal qualities and values, and leadership competencies, are necessary, but not sufficient, for effective leadership. Part two considers the relationship between leader development and leadership development, and presents a ‘conceptual model’ that seeks to integrate three approaches to understanding leadership, and to relate them to the distinction between leader behaviour and leadership behaviour, and to the development of ‘human’ and ‘social capital’.

Part one of this paper draws a distinction between the concepts of the personal qualities and values required of those occupying a leadership role, leadership competencies, and engaging leadership behaviour. On the basis of reviews of the literature and survey, empirical and case study data, it concludes that personal qualities and values, and leadership competencies are necessary, but not sufficient, for effective leadership. Part two goes on to consider the relationship between leader development and leadership development, and to present a ‘mental model’, which seeks to integrate these three concepts and to relate them to the distinction between leader behaviour and leadership behaviour, as well as the development of human and social capital.

Although they represent an increasing proportion of the UK workforce, the number of women occupying senior positions is still very low, and nowhere more so than in the National Health Service. Particular occupational groups within the NHS are researched here: nursing, medicine, pharmacy, clinical chemistry laboratories, and management. The findings reveal that women suffer disproportionately compared with men in their aspirations for the top jobs. Prevalent attitudes militate against this, such as stereotyping, opposition by management to women workers taking career breaks (which is an absolute necessity for some career‐minded mothers but to management suggests lack of commitment) and male‐dominated social concepts (”one of the boys”). It is concluded that NHS management must show greater flexibility in addressing the problems of women, their most valuable resource, before much needed recognition of women′s right to be treated fairly can be achieved.

Professor Beverly Alimo‐Metcalfe speaks to Spotlight editor Sarah Powell about the transformational imperatives of leadership.

After examining the nature and significance of ‘integrative’ leadership, a distinction is drawn between five different formal leadership roles. It is suggested that they tend to be associated with different kinds of problem (‘wicked’, ‘tame’ and ‘crisis’). The paper goes on to consider (1) the different leadership competencies required (political, strategic and operational), and evidence of a cause‐effect relationship between an engaging style of leadership and productivity, and (2) evidence of the impact of leadership behaviour on others. Finally, the paper advocates a modified version of the model of leadership development proposed by Bennington and Hartley (2009).

The aim of this paper is to present evidence of the reliability and validity of the “Local Government 360 (LG360)”, a diagnostic tool for assessing both competent and engaging leadership behaviour among managers and professionals in local government.

The paper argues that the assessment of both leadership competencies (the “what”) and engaging leadership behaviours (the “how”) is essential for a valid diagnosis of individuals' strengths and developmental needs.

Evidence is presented of the internal consistency (reliability) and the criterion and discriminant validity of the tool, among an opportunity sample comprising 288 local government staff, of whom 143 were female and 77 male; 58 were from a Black and Minority Ethnic background and 220 were White.

Data on the impact of leadership behaviour on direct reports, provided by the LG360, are powerful in providing evidence to emphasise that the way in which a leader behaves can have a significant effect on staff attitudes and wellbeing at work.

Although a number of 360-tools are available, only in a small number of cases are their psychometric properties, particularly empirical evidence of their criterion and discriminant validity, reported.

The purpose of this paper is to assess developments in gender and leadership since 1995.

The author reflects on how she developed her work as an organisational psychologist during this time and introduces an “inclusive” model of leadership.

Statistics regarding the intransigence in progress in the representation of women means there is little to celebrate.

The paper offers suggestions as to how gender bias in leadership can be eliminated or reduced.

This paper aims to describe the development of a wholly new model of transformational leadership and its applications in practice.

The paper provides a description of a wholly new, inclusive model of transformational leadership and the way in which it can be applied in practice, in the context of embedding good leadership within the culture of an organisation and ensuring “best practice” in 360‐degree feedback.

The paper finds that the Transformational Leadership Questionnaire (TLQ)™, which is both gender‐ and ethnicity‐inclusive measure of “nearby” leadership, differs fundamentally from the kind of “heroic” models that have emanated from the USA and which have dominated the literature. Comparative data are presented of the mean scores on the TLQ, based on direct reports' ratings of their line manager, across a wide range of public sector organisations, including local government, the NHS, schools, and two central government agencies. Patterns emerge in areas of strength and developmental need, and the implications of these findings are discussed in terms of the impact of leadership behaviour and its effect on the psychological safety and well‐being at work of staff.

The following needs are identified: ‐ to adopt a model of leadership that is relevant to the needs of organisations in the twenty‐first century; to embed good leadership practices at all levels; to ensure that, when 360‐degree feedback is given, it is done so in a way that conforms to the principles of ‘best practice’.

The following model of “nearby” leadership that is described is relevant to leaders at all levels in public and private sector organisations. It points to the consequences of poor leadership behaviour, and the need for the adoption of a model of leadership that is relevant to the needs of the twenty‐first century.

The purpose of this paper is to examine the relationship between quality of leadership and attitudes to work and a sense of wellbeing at work, and organizational performance.

This is a longitudinal empirical investigation, using quantitative methods.

The findings were fourfold: the leadership instrument used was demonstrated to have convergent, discriminant and predictive validity; differential relationships were found between three aspects of quality of leadership and attitudes to work and a sense of wellbeing at work; one leadership quality – “engaging with others” – was shown to be a significant predictor of organizational performance; leadership quality as assessed by competencies or “capabilities” did not predict performance.

The paper presents evidence of: the validity of a new leadership instrument; the differential relationship between leadership quality and staff attitudes to work and their sense of wellbeing at work; and a predictive relationship between leadership quality and organizational performance.

This study examines how directors of public health (DsPH) perceive effective leadership. Kelly’s repertory grid technique is used. A total of 13 out of a possible 14 DsPH in one NHS region of England were interviewed. Qualitative and quantitative analysis were carried out. The findings show that male DsPH (n = 8) rate their leadership ability more highly than do female DsPH (n = 5). Qualitative analysis produced a number of categories of constructs, some of which are perceived to be indicative of effective leadership, these being “working for others”, “personal attributes”, “vision and innovation” and “courage and integrity”. Some categories appear to be applicable only to the UK (or to public health) and not to the existing dominant US models of leadership. In general, DsPH perceptions of effective leadership converge with current theories; most specifically the UK‐based theories. This study therefore refutes any simple extrapolation of US theories of leadership to UK health organisations.