Our library of agenda-setting publications contains not just our most incisive thinking, but also a vast bank of unrivalled knowledge, tools and processes that we know really work when it comes to developing leadership, generating seismic shifts in behaviour and thinking so lasting change can take place for citizens and society.
To order any of our range of printed senior leaders leadership development publications (current and past) please get in touch.
You can also look at some of the older publications released by the Leadership Centre by looking at our Publications archive below.
For almost as long as the NHS has existed, greater health integration has been a “holy grail” for policymakers. The fact that it is still an ongoing objective speaks volumes about the success of past attempts.
This publication asks if integration is really the best way of securing improved health outcomes. In particular, it looks at the shaky record of integration, and at some of the alternative collaborative approaches which focus on ‘front end’ rather than ‘back end’ provision.
For the last twenty years, our understanding of managing transformational change has been radically altered by the notion of disruption.
The challenge for leaders – in radically altering the strategic direction of a whole organisation – is a particularly stark one. In the public sector, where there is far less existing practice in digital disruption, there are major challenges to recruiting and overseeing the necessary skills and talents to develop these activities, but also huge opportunities in being a pioneer of major ways to rationalise public sector delivery mechanisms. The shift in leadership mindset can be considerable, and involves moving on from “results leadership”, in which decisions are based on immediately-apparent short-term results, and towards a strategy that embraces challenging the status quo.
This publication gathers some options for systems thinking, examining a range of future scenarios for local government – starting with the most likely, if the status quo continues, of financial collapse – and takes in various policy options. As well as repeating various instances of best practice – including in areas where the Leadership Centre has had direct experience – it also looks at different functions that local authorities could perform, particularly in the area of revenue generation. A large number of major developments affect local government: austerity, public sector reform, devolution. Yet local government need not have these things happen to it; as is argued here, there is scope for local authorities taking the initiative to deliver services differently, and more affordably.
A brand new leadership development programme for the next generation of very senior leaders in the health and care sector.
The 2025 Leaders Programme is designed to equip participants with the leadership capacities and capabilities to meet the challenge of ‘wicked’ issues faced by the public sector.
Following the Revolution will be Improvised, which drew together some of the early insights and lessons learned from Local Vision, the second report in this series takes this learning further. Drawing on insights and reflections from nearly forty Local Vision places, along with Leadership for Change teams, the report shows what actually happened when they applied Systems Leadership approaches.
Managing demand is critical to the sustainability of public services. Drawing on previous work by Collaborate and the Leadership Centre, this paper looks at looks at some of the approaches to demand management in public services currently being practiced, their underpinning principles, and looks at where demand management could be headed next.
A collection of theories, approaches, tools and techniques for understanding the complex interactions between people and organisations and how to intervene to create meaningful change. These are used by current practitioners in developing systems leadership.