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I agree with Ann with the proviso that the same is true for many other professional groups.

One of the reasons leadership in the NHS appears chaotic is that many of us struggle to break out of the traditional mindset in which leaders are seen as heroic figures providing a unitary vision and objectives for the organisation.

It seems to me that frontline staff in the NHS (like others in many parts of the public sector) have to deal with three distinct sets of leaders - political leadership, managerial leadership and professional leadership. All are valid but too little effort goes into ensuring consistency of approach - and where necessary resolving differences. In a highly unionised environment many staff also have a distinct set of leadership themes offered by the unions (and in some respects the BMA and the Royal Colleges act as unions as well as professional bodies).

By political I do not mean only Westminister politicians but others in a range of governance roles who necessarily concern themselves with public needs and wishes. Foundation governors and PCT Non Executives (and others) fall into this category.

Eric Galvin, from Linkedin