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The purpose of this paper is to review the challenges of teaching values and ethics in mental-health, explore the differing perspectives of the key stakeholders and stimulate further questions for debate in this area; leading to a proposal of an alternative approach to educating mental-health professionals on values and ethics.

In current mental-health care settings, very few professionals work with homogeneous populations. It is imperative that mental-health education and training ensures health professionals are competent to practice in diverse settings; where ethics and values are bound to differ. Establishing professional practice not only involves considering concepts such as values and ethics, but also equality, diversity and culture. Incorporating values-based practice and cultural diversity training holds promise to education and training, that is truly reflective of the complexity of clinical decision making in mental-health. Further research is needed as to how these two frameworks can be unified and taught.

This article considers the effectiveness of two one‐day events designed to raise awareness of The Mental Capacity Act 2005 (MCA) in BME communities. The events were held using specially developed materials and were evaluated with the help of a 12‐item questionnaire. The results of the evaluation showed that there was an increase in the proportion of correct responses for 10 of the 12 questions after attending awareness‐raising events. The total score for all correct responses on the 12‐item questionnaire significantly increased after attending the awareness‐raising events. Collectively, the findings suggest that the awareness‐raising events were able to improve awareness of the MCA among representatives of BME communities. Such awareness‐raising events should be encouraged by health and social care providers

In the context of the current financial crisis, this paper aims to examine values and spirituality in the modern workplace.

Using contemporary examples and examining recent literature on spirituality and loneliness, the paper considers the concept of loneliness and argues that this may stem from an over‐preoccupation with the workplace and employment‐based achievement, at the expense of having rounded lives as human beings.

It is demonstrated that, over the last decade at least, the levels of stress in life and work have risen noticeably. In this context, leaders need even more to be forgers of a sense of meaning and purpose in the workplace and engage the hearts and minds of staff towards improved outcomes.

The current financial crisis is also a major spiritual crisis. Now there seems to be a growing gap between leaders and the led, and an increase in what the author terms “soul‐less leadership”, which fails to engage and motivate and inspire. The author calls on leaders in this crisis of capitalism to work and engage with staff in health and social care, so that those serving at the frontline feel‐valued and supported, developed and engaged in a common purpose.

The Mental Capacity Act 2005 (MCA) was fully implemented in October 2007 in England and Wales. This article reports on two similar, but separate, pilot questionnaire studies that examined the experience of consultants in old age psychiatry and consultants in other psychiatric specialities in the early implementation of the MCA pertaining to issues relevant to black and minority ethnic (BME) groups. Fifty‐two (27%) of the 196 consultants in old age psychiatry and 113 (12%) of the 955 consultants in other psychiatric specialities returned useable questionnaires. Eighty per cent or more of the consultants in old age psychiatry and consultants in other psychiatric specialities gave consideration to religion and culture and ethnicity in the assessment of decision‐making capacity (DMC). Almost 50% of the consultants in old age psychiatry reported that half or more of the patients lacking fluency in English or where English was not their first language received an assessment of DMC with the aid of an interpreter and 40% of the consultants in other psychiatric specialities reported that no such patients received an assessment of DMC with the aid of an interpreter.The low rate of using interpreters is of concern. The nature of the consideration and implementation of factors relevant to culture, ethnicity and religion in the application of the MCA and the precise reasons for the low rate of using interpreters in patients lacking fluency in English or English not being their first language require clarification in further studies.

Western societies have been shaken by the economic crisis brought on by ‘casino capitalism’ and the recklessness of the financial institutions. Once esteemed financial institutions, like Lehman Brothers, are now shown to have used dubious accounting methods to cover losses; and accountants, regulators and governments have come under scrutiny. In public life, the scandal of MPs' expenses at Westminster and the blockages in legislative assemblies in the US are compounded in England by reports of deficient and degrading care in acute hospitals, where organisational considerations appear to have taken over from the prime mission of patient care. At this time, a new, or perhaps rediscovered, form of leadership is required. One that taps into the spirit, the animating and motivating force within individuals and groups, and uses values to create a better public service for all.

It is essential that healthcare leaders and managers recognise the importance of values; how they relate to the delivery of healthcare to patients as well as shape individual, professional and organisational practice. This paper attempts to address these issues.

The paper considers the concepts of values, managerialism and leadership in the present climate of rapid change, financial austerity, quality improvement and the drive towards patient‐centred care. It discusses a number of values‐based academic and professional standards, models and policy‐drivers to inform effective leadership and management for the improvement of healthcare delivery.

Shared values, when underpinned by an emphasis on patient care, can empower relationships between professions, providers and commissioners and advance discussions about priorities beyond a focus on morals and politics towards issues of shared goals and strategy implementation.

This paper bridges the gap between theory and practice and will appeal to leaders and managers irrespective of background or seniority. It offers a clear review of key issues, theories and practice skills which support effective values‐based leadership and management in healthcare settings.