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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.

This is a report on the major themes to emerge from a national research project which examined the effects of job changes on the personal and career development of 2,304 female and male managers and professionals. The overall impression demonstrated a high level of general frustration for both males and females alike in relation to their present job and future career development, which in the case of females is compounded by experiences of discrimination.

Western societies have been shaken by the economic crisis brought on by ‘casino capitalism’ and the recklessness of the financial institutions. Once esteemed financial institutions, like Lehman Brothers, are now shown to have used dubious accounting methods to cover losses; and accountants, regulators and governments have come under scrutiny. In public life, the scandal of MPs' expenses at Westminster and the blockages in legislative assemblies in the US are compounded in England by reports of deficient and degrading care in acute hospitals, where organisational considerations appear to have taken over from the prime mission of patient care. At this time, a new, or perhaps rediscovered, form of leadership is required. One that taps into the spirit, the animating and motivating force within individuals and groups, and uses values to create a better public service for all.

Recent criticism of the UK's public sector has rekindled the debate about public service leadership in comparison with the private sector, particularly in the context of the financial austerity we face for years ahead. This article first reviews recent research on leadership and compares the public and private sectors, finding both commonalities and differences. The article then considers the kind of leadership required of public service leaders in the present economic climate and to handle crises and emergencies. The place of individual leadership and collective leadership and consensus is discussed, with a suggestion that charismatic individual leadership may play a more important role in the public sector than it typically has done in less turbulent times in the past. The public sector is becoming more like the private sector in this respect. The article ends with key implications of the analysis for leadership in practice.

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