According to a report by the House of Commons’ Public Accounts Committee, the Care Quality Commission (CQC) – the regulator for health and adult social care in England – has failed to perform its role effectively and should not be allowed to take on new responsibilities until it has improved.  (BBC, Radio 4, 30th March 2012)

Kay Sheldon, CQC board member, told the programme: ‘The job can be made do-able, but it needs strong, credible, independent leadership to take us forward.’  She went on to say that the regulator needs people at the top who ‘know how to lead, set a coherent strategy, develop a business plan, and develop and inspire the workforce.’

Tesco is the UK’s number one supermarket chain with over 30% of market share. To keep that position in the long term, it aims to develop the leadership qualities of its people at all levels of the organisation.

With a vast range of services to deliver across the business, Tesco’s approach has been to put in place a leadership development framework.  This sets out the skills and competencies, as well as the personal characteristics and behaviours it expects and needs of its leaders.

Managers and employees are encouraged to develop the ability to adopt the leadership style appropriate to the task or situation.  This may involve setting specific directions or instructions or getting the team to put forward ideas and develop plans.

Whilst the latter more ‘democratic’ option may help to motivate people and encourage creativity, the choice of style used will depend on how business-critical each situation is.

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