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There is a determination within health and social care to make leaders and leadership better and more able to face the challenges presented by an ever-changing social, political and organisational landscape. However, this determination is not without difficulties, especially the challenge of changing existing work place culture and climate. This paper reports on the findings of an evaluation of a leadership development programme delivered to senior leaders in health and social care. It uses qualitative data to demonstrate that even in a safe and risk-free environment health and social care leaders approached a hypothetical scenario in a defensive, hierarchical and expert-led manner and only after they were given 'expert' permission to change leadership style did they act collectively and seek to adopt a transformational style of leadership.

There is a determination within health and social care to make leaders and leadership better and more able to face the challenges presented by an ever-changing social, political and organisational landscape. However, this determination is not without difficulties, especially the challenge of changing existing work place culture and climate. This paper reports on the findings of an evaluation of a leadership development programme delivered to senior leaders in health and social care. It uses qualitative data to demonstrate that even in a safe and risk-free environment health and social care leaders approached a hypothetical scenario in a defensive, hierarchical and expert-led manner and only after they were given 'expert' permission to change leadership style did they act collectively and seek to adopt a transformational style of leadership.

There is a determination within health and social care to make leaders and leadership better and more able to face the challenges presented by an ever-changing social, political and organisational landscape. However, this determination is not without difficulties, especially the challenge of changing existing work place culture and climate. This paper reports on the findings of an evaluation of a leadership development programme delivered to senior leaders in health and social care. It uses qualitative data to demonstrate that even in a safe and risk-free environment health and social care leaders approached a hypothetical scenario in a defensive, hierarchical and expert-led manner and only after they were given 'expert' permission to change leadership style did they act collectively and seek to adopt a transformational style of leadership.

This paper examines the role of Faith-Based Groups (FBGs) in social and public policy. Specifically it provides an analysis of the conflicts that can arise between the culture and values of different FBGs and welfare provision. Its purpose is to clarify the source of this conflict and to contribute a balanced discussion on how equality legislation should apply to different religious groups. We commence by providing some historical and policy context, but rapidly move on to discuss very current and contemporary debates that are taking place in FBGs and in government. The use of a model showing the way that particular social welfare provision contributes to equality of opportunity and/or community cohesion allows the reader to clearly see where the tensions can arise for policy makers in deciding where to allocate provision.

Irresponsible and excessive consumption of alcohol and the associated problems it carries in its wake have become one of the key concerns for central government both in terms of community safety and public health. In response to the Alcohol Harm Reduction Strategy for England (DoH, 2007), the Department of Health (DoH) have announced a series of measures, one of which is to pilot screening and intervention for alcohol use programmes in a variety of locations, of which one is within a probation setting. This paper reports on the findings of a project that pre-empts the DoH initiatives, thus providing the opening comments in what is sure to be a debate about a new strategic and evidence-based approach to dealing with problematic alcohol use. The paper provides data and discussions on the Screening and Brief Intervention (SBI) project that screened 3,900 detainees in the Charles Cross custody suite in Plymouth, England during the period March 2007 to March 2008.

Intro -- TRUST AND SUBSTITUTES FOR TRUST -- Library of Congress Cataloging-in-Publication Data -- CONTENTS -- LIST OF ABBREVIATIONS -- Chapter 1 INTRODUCTION -- SETTING THE SCENE -- TRUST IN DECLINE? -- THE SHAPE OF THE BOOK -- Chapter 2 TRUST IN POLITICS -- ABSTRACT -- INTRODUCTION -- TRUST AND POLITICS IN THE UK: BEGINNING AT THE END -- TRUST IN NEW LABOUR BY LABOUR -- TRUST IN NEW LABOUR FROM WITHOUT -- TRUST AROUND NEW LABOUR? -- CONCLUSION -- Chapter 3 TRUST AND NEW LABOUR: PROVIDING A WORKABLE CONCEPTUAL FRAMEWORK -- ABSTRACT -- INTRODUCTION -- TRUST AS A CONCEPT -- TRUST, COMMUNITY AND SOCIAL CAPITAL -- TRUST CULTURES: THEIR BASIS AND THEIR SUBSTITUTES -- THE POLITICS OF MISIDENTIFICATION -- SUBSTITUTES FOR TRUST -- CONCLUSION -- Chapter 4 THE VOLUNTARY SECTOR -- ABSTRACT -- THE ROLE OF THE VOLUNTARY SECTOR -- DEFINING THE VOLUNTARY SECTOR -- LINKS BETWEEN THE VOLUNTARY SECTOR AND TRUST -- BIG SOCIETY -- CONCLUSION -- Chapter 5 RELIGION, POLICY AND TRUST -- ABSTRACT -- INTRODUCTION -- RELIGION AND TRUST -- RELIGION AND PUBLIC POLICY IN THE UK -- OUTLINING OUR CASE: THE DEVELOPMENT OF THE STREET PASTORS INITIATIVE -- THE RESEARCH -- ISSUES RELATING TO TRUST -- CONCLUSION -- Chapter 6 TRUST AND THE ENVIRONMENT -- ABSTRACT -- INTRODUCTION -- HISTORY OF ENVIRONMENTAL GRASSROOTS ACTIVISM -- THE ROLE OF LOCAL GOVERNMENT -- NEW LABOUR'S SUSTAINABILITY AGENDA -- EXAMPLES OF SOCIAL CAPITAL IN ACTION -- CONCLUSION -- Chapter 7 THE IMPOSITION OF TRUST SUBSTITUTES - EQUALISING OPPORTUNITIES? -- ABSTRACT -- INTRODUCTION -- HISTORICAL OVERVIEW -- PURPOSE AND PROBLEMS OF EQUAL OPPORTUNITIES LEGISLATION -- MISIDENTIFICATION AND SUBSTITUTES FOR TRUST -- CONCLUSION -- Chapter 8 CONCLUSIONS -- INTRODUCTION -- CO-OPTION AND INCORPORATION -- CLASH OF THE SUBSTITUTES -- INCOHERENCE AND DISTRUST -- TRUST AFTER NEW LABOUR -- REFERENCES.