Leadership and the public sector: an internationally comparative benchmarking analysis

In this article the concept of leadership is explored. Particular attention is given to examining the dynamics of individual and team leadership, as it is postulated that the impact of top people and top teams is crucial to the running of today's organizations. The results of an extensive survey conducted across the departments of the Civil Service of a European country government will be presented. These results will be benchmarked against the results of a worldwide survey of business leaders, spanning 12 countries and the responses of top managers in National Health Service (HNS) Trusts, UK. Emphasis will be given to the necessity of conducting effective team leadership through high quality dialogue and through cabinet responsibility in order to successfully lead and maintain the organization on its agreed path. Finally, approaches to the development of leadership for those already in top positions and for those entering into such challenging positions, will be discussed.     

Far from Home: Conservative Leadership Selection from Heath to Cameron

The Conservative Party is the oldest of the 'mainstream' British parties, but has only elected its leader since 1965. In this article, I explain the variety of methods used by the Party to select its leader and assess the impact of 'democratisation' over time. I begin by examining the informal 'system', known as the 'magic circle', which existed until 1965, and explain how and why it came to be abandoned. I then discuss the six elections between 1965 and 1997, when the Tory leader was chosen exclusively by the Party's MPs. Finally, I assess the impact of the 'Hague rules', according to which Party members have the final say, between their adoption in 1998 and the election of David Cameron in 2005.