Leadership in Prisons; Getting a Grip

Few public sector organisations or departments have escaped the attention of the Government's, sometimes justified, preoccupation with reform and increased efficiency. Inevitably the process is painful and enjoys variable degrees of success in differing settings. What is certain is that effective change will not be achieved without strong and imaginative leadership at all levels in an organisation. Because of their culture, public sector organisations often start the journey with managers in key positions who will not be able to ‘cut the mustard’, will inhibit culture change and can be an anchor on progress. Others may feel out of their depth with the demands being placed upon them and will need support and mentoring to develop their skills and gain confidence. Success will therefore only be achieved by a team effort. This paper examines the recollections and experiences of one senior manager in the transition of the Prison Service.