Bridging the Leadership Gap: Why Developing New Managers Is Critical for Local Government
- truthaboutlocalgov
- Sep 2, 2025
- 5 min read
In the complex and ever-evolving world of local government, one issue remains persistently under-addressed: the development of officers who are newly promoted into management or senior roles. These individuals often find themselves navigating unfamiliar terrain, expected to lead teams, manage budgets, and influence strategy frequently without the structured support or training needed to succeed.
This leadership gap is not just a personal challenge for those individuals; it’s a systemic risk that threatens organisational resilience, service delivery, and long-term business continuity. As councils face increasing pressure to deliver more with less, the ability of their leaders to adapt, inspire, and drive change becomes not just important but essential.
The Reality of the Leadership Gap
Recent research by the Chartered Management Institute (CMI) and the Social Market Foundation paints a sobering picture. Only 67% of local government leaders believe their senior leadership is effective, and 40% say their leaders fail to motivate staff. Even more concerning, 56% of managers report that their authority does not ensure accountability for failure, and 69% face critical obstacles that prevent them from doing their jobs effectively.
While 77% of managers received some form of leadership training in 2022, the majority of it was unaccredited and brief, averaging just 2–4 days, compared to the UK average of 6 days. This lack of depth and consistency in training leaves new leaders ill-equipped to handle the demands of their roles.
These statistics reveal a troubling disconnect between the expectations placed on new leaders and the support they receive. Leadership is often assumed to be intuitive or learned on the job, but the reality is that effective leadership requires deliberate development, reflection, and practice.
Why It Matters
Leadership development isn’t a luxury it’s a necessity. Local government is facing unprecedented pressures: financial constraints, rising service demand, workforce shortages, and the need to deliver complex, place-based solutions. In this environment, the ability of managers to lead effectively is directly tied to the success of their organisations.
As Anthony Painter, Director of Policy at CMI, puts it:
“Leadership and management failure is not inevitable. Investment in quality leadership… is ultimately an investment in communities.”
And Richard Hyde, Senior Researcher at the Social Market Foundation, adds:
“Given the centrality of local government in daily life, sufficient numbers of, and sufficiently trained leaders and managers are vital.”
The consequences of underdeveloped leadership are far-reaching. Poor leadership can lead to disengaged staff, high turnover, ineffective decision-making, and missed opportunities for innovation. Conversely, strong leadership fosters trust, collaboration, and a culture of continuous improvement.
The Transition Challenge
The leap from officer to manager or from middle manager to senior leader is not just a change in title. It’s a transformation in mindset, responsibility, and skillset. New leaders must learn to:
Think strategically rather than operationally
Influence and negotiate across departments and stakeholders
Manage performance and accountability
Lead through uncertainty and change
Build inclusive, high-performing teams
Communicate vision and purpose effectively
Balance political sensitivity with professional integrity
Without support, many struggle. They may revert to old habits, avoid difficult conversations, or fail to delegate effectively. This not only affects their own performance but can ripple across teams and departments, undermining morale and productivity.
In local government, where leadership often involves navigating complex political landscapes and balancing competing priorities, the stakes are even higher. New leaders must be equipped not only with technical skills but with emotional intelligence, resilience, and the ability to lead with authenticity.
The Case for Structured Development
Evidence from the Institute for Employment Studies and other bodies shows that leadership development programmes particularly those involving peer-to-peer learning, action learning sets, and one-to-one coaching can significantly improve managerial effectiveness.
These programmes help leaders:
Reflect on personal and professional challenges
Develop strategic thinking and communication skills
Build confidence and resilience
Foster collaboration and innovation
Create a shared organisational language and culture
Understand their leadership style and its impact on others
Importantly, these benefits are not limited to the individual. Behavioural changes in leaders often lead to wider organisational outcomes, such as improved team dynamics, better decision-making, and more effective service delivery. In councils where leadership development is prioritised, there is often a noticeable shift in culture. Staff feel more empowered, communication improves, and there is greater alignment between strategy and operations.
Truth About Local Government’s Leadership Development Programme
Recognising this urgent need, Truth About Local Government has launched a 12-month Leadership Development Programme designed specifically for officers new to management or senior roles. The programme combines:
Group learning: Monthly workshops focused on core leadership competencies such as strategic thinking, emotional intelligence, and change management
One-to-one coaching: Tailored support to address individual challenges and goals, helping participants apply learning in real-time
Peer networks: Action learning sets that foster collaboration, shared problem-solving, and mutual support
Outcome tracking: Regular reviews to measure progress against leadership capabilities and personal development goals
The programme is grounded in the belief that leadership is a journey, not a destination. It supports participants to grow into their roles with confidence, clarity, and purpose ultimately strengthening the organisations they serve.
Early feedback from participating councils has been overwhelmingly positive. Officers report increased confidence, improved team relationships, and greater clarity in their strategic roles. HR teams note better retention and smoother transitions into senior posts.
A Strategic Investment
For HR teams and senior leaders, investing in leadership development is not just about supporting individuals it’s about safeguarding the future of the council. Strong leadership drives better outcomes, improves staff retention, and builds organisational resilience.
As councils face increasing scrutiny from bodies like the Office for Local Government (Oflog), which is now prioritising leadership and management quality, the case for structured development becomes even stronger. The Department for Levelling Up, Housing and Communities (DLUHC) has already proposed a 10-year workforce strategy and the creation of a local government leadership academy. But councils don’t need to wait for national solutions they can act now.
Investing in leadership development also aligns with broader goals around equality, diversity, and inclusion. By supporting a wider range of officers to step into leadership roles and succeed we can build more representative, responsive, and resilient councils.
Conclusion: Let’s Close the Gap
The leadership gap in local government is real, and it’s growing. But it’s also solvable. By recognising the unique challenges faced by new managers and senior officers and by investing in their development we can build a stronger, more resilient public sector.
Leadership isn’t just about titles or authority. It’s about mindset, capability, and impact. And it starts with support.
If your council is ready to invest in its future leaders, Truth About Local Government is here to help. Our Leadership Development Programme is designed to meet the needs of today’s officers and prepare them for tomorrow’s challenges.
Let’s close the gap. Let’s build the future.
