The NHS has a long-standing history of identifying and nurturing people’s leadership potential. In recent years the scale of leadership development has expanded to keep pace with the vast change in management programme currently being undertaken throughout the NHS. In spite of such positive intent on behalf of the NHS, ‘effective’ strategies for leadership development are scarce. There is no consensus model for how to do it. 1 The ‘transformational’ model of leadership development however seems to be a good method to adopt, by defining the leadership skills that someone can acquire through training and reflection (see page 34).