Selection of chairs of primary care trusts: evidence of reliability and validity.

PURPOSE: This paper aims to examine empirical evidence of the criterion, construct, and face validity of two processes commonly used in selection--selection interviews and assessment centres (ACs) - in the selection of chairs of primary care trusts. DESIGN/METHODOLOGY/APPROACH: A critical review of the literature and an empirical investigation are undertaken. FINDINGS: Evidence is presented of the reliability and the predictive, construct, and face validity of using a combination of selection interviews and AC methodology in appointments to public office. In the light of the evidence of the potential benefits of using more than one approach, it is suggested that a combination of AC methodology and panel interviews be used in making public sector appointments. PRACTICAL IMPLICATIONS: The evidence presented supports the decision of the Appointment Commission to use AC methodology in the selection for positions in public office, and points to ways in which the process could be improved. ORIGINALITY/VALUE: The paper provides empirical evidence of the reliability and validity of two methodologies used in selection to posts.

The impact of engaging leadership on performance, attitudes to work and wellbeing at work: a longitudinal study.

PURPOSE: The purpose of this paper is to examine the relationship between quality of leadership and attitudes to work and a sense of wellbeing at work, and organizational performance. DESIGN/METHODOLOGY/APPROACH: This is a longitudinal empirical investigation, using quantitative methods. FINDINGS: The findings were fourfold: the leadership instrument used was demonstrated to have convergent, discriminant and predictive validity; differential relationships were found between three aspects of quality of leadership and attitudes to work and a sense of wellbeing at work; one leadership QUALITY: "engaging with others"--was shown to be a significant predictor of organizational performance; leadership quality as assessed by competencies or "capabilities" did not predict performance. ORIGINALITY/VALUE: The paper presents evidence of: the validity of a new leadership instrument; the differential relationship between leadership quality and staff attitudes to work and their sense of wellbeing at work; and a predictive relationship between leadership quality and organizational performance.

Interview with Beverly Alimo-Metcalfe [interview by Sarah Powell].

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

Leadership. Half the battle.

A study of private and public sector managers, including 2,000 from the NHS, revealed consensus on the qualities of an effective leader. These included: concern for others, approachability, intellectual ability, communication skills, charisma and the ability to unite people. Integrity was seen as particularly important by public sector managers. Public sector managers were rated significantly higher by their staff than those in the private sector. The results point to the need for caution in introducing private sector managers to the NHS.

Leadership. Stamp of greatness.

New research into leadership shows how NHS managers compare to those in other public services and the private sector: they tend to be better at harder skills rather than empathy. The research charts the effect of different leadership attributes on staff, broken down by sex and ranking. The single biggest leadership determinant of staff satisfaction--'showing genuine concern'--is a weakness for NHS managers.