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The idea that specific groups should be boosted would suggest that the culture relies on positive discrimination as a means of putting right the wrong of a failed inclusive culture.
There seems to be something inherently wrong about the NHS approach to leadership. Most people have the capacity to take a lead; the question for individuals is whether they want to take a lead formally within the organisation. If an individual has this desire, he/she needs to be assessed as to their suitability for development as a routine within his or her job. This will require the add on experiences, because the framework for developing managers and leaders requires the acquisition of skills, knowledge and experience at three levels - level 1 the behaviours that promote trust and commitment; level 2 the skills to apply policies, procedures and techniques that are described by protocols, and level 3 the eclectic skills, knowledge and experience needed to draw on all theories and principles of management and leadership and apply them to the issue that confronts the leader at the time. As level 2 skills are those in greatest demand, the acquisition of level 1 and 3 skills is quite difficult - the failure of which can be witnessed around the NHS today. So, there is a need for someone to specifically ensure that all leaders acquire all the skills at all the levels, but as part of their routine development, not as a separate activity.
Derek Mowbray, from Linkedin