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This largely positive and stimulating debate raises a number of key threads:
1. the range of leaders inside the NHS (their styles and skills)
2. what we mean by 'leadership' (as distinct from developing 'leaders')
3. where those leaders come from and the positive action needed to encourage them to step forward

What's missing for me in this debate is a focus on the needs of the users of Britain's national health service - not just the patients but their carers and loved ones - we're here to DELIVER better health not just organise or process it. We're also here to do more, at higher quality, for less.

I should declare an interest here, as I coach and develop leaders from all sectors, not least the NHS. My perspective is that leadership is something that we can all deliver; whenever we step up, take responsibility or initiate a better way for the people who pay for, or use our services - that's leadership. There's a distinction between that sense of responsibility and commitment and the (many) roles of a leader. Leaders need to know who they are, what values they hold and what drives them. They need a particular set of competencies, depending on the role and a generic set of qualities which enable them to lead others. They need to be able to negotiate their way through the stakeholder maze - not just within their own organisations - and be able to juggle competing pressures, and yet still deliver on their objectives.

The good news is that much of this can be developed through a range of methods - in the workplace and through coaching/mentoring/training events.

The NHS seems (ironically) particularly weak on identifying, and playing to, peoples' strengths - instead it has created a complex leadership framework which stretches to 172 pages - setting impossible expectations.

Selecting people with high potential whether from a 'talent pool', or a subset of one, is a specialist activity. We see a lot of 'biased bosses' who either refuse to see the talent in their people, or, at the other end of the scale, see unwarrented brilliance in their favourites. It takes an independent individual or team using pragmatic common frameworks and methodologies that identify people with potential.

As bosses it's our role to ensure these people get the opportunities they need to develop, not, as one person said to me "I'm not going to have someone better than me on my team, or see they get on."

On the specific topic of ethnic minorities, I believe that if we are to serve a diverse local health population and reflect the wider workforce, we need diversity of leadership.

We know there's cultural and other bias - even at the CV stage. I'd like to see the standard use of 'blind CVs' where identifiers such as name, gender, date(s) of educational events and age are removed. When it comes to the interview stage we too often hear that the minority ethnic candidates "didn't perform so well on the day" in front of largely WASP panels.

Our excuses may be slicker, but it won't wash. Look around you - there's really no such thing as the 'NHS' - just a sign on the wall. The NHS is made up of people - and we all have a responsibility for leadership.