Leader Definition

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GLOSSARY

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What does Leader mean?

In a local authority operating Leader & Cabinet executive arrangements, the member elected by the council with responsibility for: determining the size of the Cabinet and appointing the members; allocating portfolios or areas of responsibility and decision-making powers to the various Cabinet Members; and removing and replacing Cabinet Members. Under changes to the Local Government Act 2000 introduced by the Local Government and Public Involvement in Health Act 2007, every authority operating a Leader and Cabinet model of executive must change its executive arrangements to the “Strong Leader” model in accordance with a statutory timetable set out in s.65 and Sch.4 LGPIH Act 2007. Under this model, the Leader is appointed for a 4 year term of office and may only be removed from office by a resolution of full Council.

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Grow your own leaders

This Practice Note explains how nurturing and developing home grown talent can be beneficial to a firm, keeping important skills and knowledge in-house as well as being a useful motivational tool for ambitious and talented individuals. Recruitment is an expensive and time-consuming activity, especially when you are recruiting to fill senior level positions—growing your own leaders can be far more time and cost-effective.This Practice Note covers:•how to spot potential•coaching and development for leaders•personal development plans for future leaders•delegation•succession planningHow to spot potentialThe most important question you must ask yourself is: what leadership skills do we need now and will we need in the future? You need to know exactly what you are looking for before you can start looking for it.Key skills required of leaders include the ability to:•drive and manage change•identify and develop future talent•foster creativity and innovation•coach and develop others•execute the organisation’s strategy•build customer satisfaction and loyalty•improve employee engagement•make difficult decisions•be technologically aware and adeptEach firm will have its own specific requirements and it is important to identify...

What makes a great leader?

This Practice Note considers what makes a great leader and introduces five key skills that enable leaders to get the best out of themselves and their teams.In his 1995 book Emotional Intelligence, Daniel Goleman sought to define what makes great leaders so effective. He recognised that these leaders had skills which went beyond technical ability, determination and vision—he termed this emotional intelligence (EI) and identified five key skills which enabled leaders to get the best out of themselves and their teams:•self-awareness•self-regulation•motivation•empathy•social skillsSee Precedent: Emotional intelligence—summary sheet.Self-awarenessThis is perhaps the most important of the five skills—without the willingness and ability to be more self-aware you will be unable to fully develop the other skill areas.Goleman defined self-awareness as knowing one’s strengths, weaknesses, drives, values and impact on others—see: Harvard Business Review 1998—what makes a leader? If you are self-aware you understand:•what drives your behaviours•what your natural weaknesses are and how to compensate for them•how your behaviour affects those around youBecoming self-aware requires a lot more than filling in a few self-assessment...

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Six-week follow-up evaluation form

Six-week follow-up evaluation form Background information Name Role Department/team Contact details Course attended Course date Course evaluation Has the business need originally identified been addressed? ☐ Yes☐ No If yes, please confirm how this has been addressed.If no, please specify why not. Have your two key learning objectives/expectations been met? ☐ Yes☐ No If not, please specify why not. Is any further training required? ☐ Yes☐

Performance appraisal and personal development plan—L&D manager

Performance appraisal and personal development plan—L&D manager Name [Insert appraisee’s name] Current manager [Insert appraiser’s name] Position/title department [Insert appraisee’s job title] Current personal development plan (PDP) year [Insert year] Department [Insert appraisee’s department] Date of appraisal [Insert date] Appraisal conducted in person? ☐ Yes☐ No Aim of the meeting • To understand your personal aspirations • To provide feedback about your level of performance • To plan your future with us, ensuring we are supporting your career development • To set and agree objectives aligned with the strategic aims of the firm What the meeting will cover • Part 1: Performance against personal objectives • Part 2: Performance against core skills • Part 3: Assessment of overall performance • Part 4: Future aspirations • Part 5: Future personal objectives • Part 6: Personal development plan Preparation for appraisal meeting Please review and complete sections 1 to 4 in advance of the meeting. This includes your assessment of your progress and performance rating. Provide a copy...

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Pensions weekly highlights—8 May 2025

This week's edition of Pensions weekly highlights includes a review of key news stories, as well as dates for your diary and trackers.

OFSI annual review 2024

Corporate Crime analysis: On 21 March 2025, the Office of Financial Sanctions Implementation (OFSI) published its Annual Review for 2023-2024, titled ‘Engage, Enhance, Enforce’ (the Review). The annual review, now in its eighth edition, is intended to provide an overview of OFSI’s operations in the past financial year. A change in title for this year’s review (the previous two years’ were titled ‘Strengthening our Sanctions’) is illustrative of an evolution in the government’s sanctions strategy, with an increasing emphasis on enforcement to drive sanctions compliance. The growing maturity of the UK’s autonomous sanctions framework, and the increasing allocation of government resources, have facilitated a shift in strategy from a predominant focus on implementation towards the multi-pronged approach embodied in the title of this year’s review. The widespread implementation of sanctions measures since 2022 provided the catalyst for the development of the UK’s autonomous sanctions regime. The content of the annual review is structured into a section for each of the three limbs (engage, enhance and enforce), as summarised in turn...

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