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This aim of this workshop is to explore the relationship between managerial leadership and political intervention in the public sector in order to consider the need for a new organisational paradigm relevant to the future needs of both. Using work by contemporary commentators such as Milner and Joyce, Clarke and Clegg et al the scene is set by considering recent changes in the leadership of public sector organisations as they struggled to leave political post-war notions behind and develop behaviours and cultures more in synergy with the commercial sector.

However, has the rise of the 'entrepreneurial' CEO caused tensions in the traditional relationship between the politician as the leader and the civil servant as the expert or politically neutral manager/implementer? In becoming responsible for the achievement of political targets, has a trade-off developed between the traditional political impartiality of the civil service and the need to offer judgements on political decisions? Can the head of a large public sector organisation be politically neutral while becoming more political?

The very fact that these questions can be asked indicates the blurring of boundaries between effective political management and the leadership of public services and thus raises the question of the need for further development and study. Very much a participative workshop, we will draw on the collective study, opinion and experience of attendees to answer the question.

Trevor Horne is the Managing Director of Kingsley Consultancy (SW) Ltd, a firm specialising in business and management consultancy. He is currently working with organisations in the private, public and third sectors. Before starting his own business in 2006, Trevor learnt and developed his leadership during 38 years in the Royal Navy. During that time he had the privilege of commanding three ships, (during which he was described as having powerful and effective leadership), and one training school. He has overseen moves to more commercial bases, internal restructuring involving significant change management and cultural shifts driven by imposed strategies. He has also been seconded to a number of boards involved with change management or organisational development and is the author of a number of business analysis reports. Leading through periods of significant turbulence, developing corporate strategic policy and improving organisational systems and structures have numbered among his work. Professionally, Trevor is a Fellow of both the Royal Institution of Chartered Surveyors and Chartered Management Institute, is a Member of the Institute of Directors and is a business leader with the Prince's Trust. Academically he is a post-graduate of King's College London and Coventry Business School.