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This paper presents the second set of results from the evaluation of the implementation of joint commissioning and combined provision of mental health services in Somerset. Comparisons with baseline data are made and key emerging questions are identified.

Based on a workshop commissioned by the West Midlands branch of the Association of Directors of Social Services, this editorial considers possible alternatives to care trusts. Although the recent consultation on a new vision for adult social care emphasises the need for more effective partnerships between health and social care, the current care trust model has a number of limitations for many health and local government communities, that could be overcome by alternative approaches.

This paper argues that the traditional approach to translating national policy into local practice, based as it is on a metaphor of organisations as machines, will not lead to effective implementation of the national service framework for mental health. The recent innovations of performance management and evidence‐based practice will not rectify the failures inherent in that traditional approach. Rather, the paper contends that there is need for a broader range of metaphors of organisations to be deployed in the creation of a robust implementation process and suggests three ‐ negotiated order, chaos theory and learning theory ‐ that the authors have found of particular value.

This paper seeks to suggest that there has been little detailed exploration of the potential links between theories of performance and theories of leadership. It aims to argue for an account of leadership which goes beyond current constructivist accounts of sensemaking to one that recognises that the acceptance or confirmation by an audience of the putative leaders' legitimate authority is the primary purpose of any performance of leadership.

Participants on the leadership development programme were asked to complete a series of individual reflective exercises, each of which links to the individual components of the development framework.

Overall, these data demonstrate the salience of the performative framework and, in particular, the importance of the attribution of legitimacy to leaders.

There are limits to the conclusions that can be drawn from adopting this methodological approach; however, this study is one of the few to date that provide data on leaders' observations and insights into their leadership practice.

The paper concludes with a consideration of the ways in which incorporating a theme on leadership as performance addresses some of the challenges that such programmes face.

Not only does the paper set out a coherent body of knowledge, linking theory and practice, but also this adds significantly to the raft of current debates relating to leadership development.

In this second and concluding paper on adult care joint ventures, the authors detail the very different approaches to adult care services taken by four case study sites, exploring the local contours and aspirations underlying their decisions. These are not intended as ‘off the shelf’ solutions for wide dissemination, rather to encourage others to engage with the legacy of previous partnership working and specific local contingencies.