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Based on Geoffrey Harcourt's Palgrave volumes, this review article attempts to picture how, in a Cambridge environment, Keynes's fragmentary monetary theory of production grew organically out of Marshall's equally fragmentary monetary theory of exchange. The dangers associated with Keynes's close links with Marshall are alluded to. Indeed, without taking account of the classical spirit of Sraffa's work, Keynes's monetary theory may quite easily be integrated into the Marshallian‐neoclassical framework of analysis. However, theorising, not literally, but in the spirit of Keynes and Sraffa, within a Ricardian‐Pasinettian framework of vertical integration, opens the way to a Classical‐Keynesian monetary theory of production.

Leadership matters in public contexts. It influences employee development and, in turn, the effective delivery of public services. Harmful leadership limits the fulfilment of both these requirements. Although there are many studies of public leadership, few explore aspects of poor leadership focusing on leading people, in the unique public sector context. The purpose of this paper is to explore the public sector environment as one that can enable harmful leadership, and identifies what those aspects of harmful behaviours are. In particular, it focuses on common, day-to-day forms of harmful mediocre leadership rather than more dramatic, but rarer, forms of destructive or toxic leadership.

The study was conducted over three phases. In study one (N=10) interviews using the critical incident technique identified harmful behaviours. Study two (N=10) identified perceived causal processes and outcomes of these processes. Study three was a validation check using two focus groups (n=7) and two further interviews (n=6).

Four dimensions of harmful behaviour were found: micromanagement, managing up but not down, low social and career support and reactive leadership. Several pathways to harm were found, including lessened employee confidence, motivation, collaboration, learning and development.

This research is limited by a small sample and data collected in one public sector system. But its implications are still meaningful. The research identified some ways that harmful leadership can occur, that is missed in existing studies of harmful leadership, which tend to focus on more toxic forms of harm. The role of NPM and other reforms as important shapers of current leadership behaviours are also discussed.

To address these behaviours further investment in leadership development, selection and performance management is recommended.

Social implications include the hindering of effective service delivery and limited ability to deal with increasingly dynamic and complicated problem.

Public sector leadership studies are often rose tinted, or describe what should be. Instead, this paper describes what sometimes is, in terms of day-to-day mediocre but harmful leadership.

Thorn model psychosocial interventions (PSI) assist clients and their carer systems to manage the effects of psychotic symptoms. PSI has a broad menu of possible interventions from which a client and their therapist choose the most efficacious. In this process, assessment of the client's lived experience is crucial to choosing the most appropriate interventions. However, there are difficulties in adapting interventions designed for the ‘normal’ population for those with learning disabilities. This case study will explore conducting a Thorn model semi‐structured interview with a man with a diagnosis of Asperger's syndrome and mental health problems, highlighting both challenges and the approach used to address them.

Which British industries make the most effective use of manpower and equipment? How does your industry compare with others? Every company that takes manpower planning seriously should know the answers to these questions, yet surprisingly few people look at the right kind of figures. Within any one industry it is possible to make comparisons of output per man‐hour between different companies or different plants. But even these simple comparisons are fraught with danger if they concentrate on shopfloor labour and ignore the indirect workers and staff who all contribute to the final output. Comparisons between different industries are complicated by the problem of comparing, say, a tonne of steel with a motor vehicle, a suit of clothes, a chair, a ship or what have you. And companies are notoriously reluctant to release their own figures, though intrigued to know how well other people are doing. Fortunately, there is a reliable source of information that can supply the answers to the vital questions about manpower productivity. The Census of Production collects information from companies in all manufacturing industries and publishes the data in a series of reports. At one time, the census data came out too late to be of more than academic use (the 1963 figures finally emerged in 1968) but, thanks to computers, the data now emerge in provisional form within a year. What do the figures show, and how can manpower planners make use of the data?

The purpose of this paper is to provide suggestions for hiring teams, human resources departments and hiring decision-makers on how to create more diverse hiring practices.

The authors will be drawing on their experience in leadership roles running global organizations for women in technology and running technology divisions for one of the world’s largest banks.

By instituting one or more of the following recommendations, companies will move towards a higher level of inclusion of diverse candidates.

Diversity is important!