This paper aims to advance the view that, as organizations realize the limitations of working in isolation and accept the need to develop partnerships and coalitions, they seek a new type of leadership model in which the charismatic individual who, by sheer force of personality, drives through changes and makes thing happen – the hero – is replaced by a type of leadership in which all managers are leaders.
Provides a case example of how Lancashire County Council's Directorate of Community Services introduced this new leadership through management development.
Describes the origins and implementation of the directorate's executive‐coaching initiative, and how this was rolled out to the next tier of management through learning sets or management‐development groups facilitated by management consultants. Following this, the program focused on the 300‐plus first‐line managers, by using the management‐development groups facilitated by volunteers from the top 30 managers working in pairs.
Reveals how management development in the Directorate of Community Services is being used to equip managers for the fast‐changing world of local government.
Highlights the way in which two management consultants have been used over four years, in contrast to the usual model of hiring consultants for short‐term assignments.
