Abstract
This article explores some of the contemporary challenges facing leaders of children's services. Using the theoretical framework of the ‘incomplete leader’ developed by Ancona and colleagues (2007), the article reflects on the many challenges facing children's service leaders. It argues that a distributed and connected model of leadership is the best available in the current climate of change and challenge. This model contradicts the current one of embodied, individualised leadership contained in the England and Wales Children Act 2004. The article argues that the key leadership skills are about making sense of change, relating to people, creating a vision and developing new ways of working. The article utilises Government policy documents such as the Children's Plan and Care Matters, workforce issues and strategic planning to illustrate the nature of the leadership challenge. It concludes by suggesting a way forward for children's services leadership in integrated settings, in the current climate of audit and managerialism.
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