Engaging leadership part one: competencies are like Brighton Pier

John Alban‐Metcalfe (Real World Group)
Beverly Alimo‐Metcalfe (University of Bradford School of Management and Real World Group)

International Journal of Leadership in Public Services

ISSN: 1747-9886

Publication date: 11 May 2009


Part one of this paper draws a distinction between the concepts of the personal qualities and values required of those occupying a leadership role, leadership competencies, and engaging leadership behaviour. On the basis of reviews of the literature and survey, empirical and case study data, it concludes that personal qualities and values, and leadership competencies are necessary, but not sufficient, for effective leadership. Part two goes on to consider the relationship between leader development and leadership development, and to present a ‘mental model’, which seeks to integrate these three concepts and to relate them to the distinction between leader behaviour and leadership behaviour, as well as the development of human and social capital.



Alban‐Metcalfe, J. and Alimo‐Metcalfe, B. (2009), "Engaging leadership part one: competencies are like Brighton Pier", International Journal of Leadership in Public Services, Vol. 5 No. 1, pp. 10-18. https://doi.org/10.1108/17479886200900004

Download as .RIS



Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

To read the full version of this content please select one of the options below

You may be able to access this content by logging in via Shibboleth, Open Athens or with your Emerald account.
To rent this content from Deepdyve, please click the button.
If you think you should have access to this content, click the button to contact our support team.