The sharp end: Real life challenges in a complex activity space

In this paper, the authors suggest that many forces are at play beneath the public face of organizations and that there are particular tensions when policy rhetoric enounters the organizational and leadership reality. These contextual tensions are inherent in most activity, but most evident at the sharp end of leadership, the operational end, where policies are made, values enacted and practices evidenced. The so-called 'crisis of leadership ethics' is analysed.