There is no shortage of literature on leadership. The number of books and the styles of leadership are legion, the range goes from Kotter to Milan (Be The Pack Leader).
Attending a recent Clinical Commissioning Group meeting I was struck by the almost apologetic attitude of the board members, their reluctance to take their places on the table at the front for questions and answers and their non existent answers to the single question from the floor.
In terms of scoring against any indicator of leadership the performance was poor. Did they have a vision? Well, er, no not really. Did they inspire for the challenges ahead? Erm, ahh, no actually.
The big question is whether this "style" is actually appropriate at this time. Given that the changes in the NHS were not sought by many, except those driving PBC, it could be argued that they are reluctant leaders, thrust into the limelight. However the fact that they stood for appointment denies the excuse of reluctance. Perhaps they are awaiting a mandate and their constituents direction as to how they should work? If servant leader model is their modus operandi then they have failed to touch constituents directly, instead relying on practice contacts.
Perhaps we have not appointed leaders at all, perhaps we have appointed managers?
What would the ideal package or style be for a commissioning leader? Of course there is no answer to this question, they should be a balance of credibility, authenticity and vision. Whilst my colleagues are authentic, the lack of vision hampers credibility. There is certainly a long way to go to develop the leaders for commissioning in my locality.