There is general agreement that the distinction between leadership and management is that leadership creates the culture of an organisation and that management works within that culture.
There are many different definitions of culture but the most highly respected writer in the field is Edgar Schein who says: “Culture is the shared tacit assumptions of a group that it has learned in coping with external tasks and dealing with internal relationships.” (Source: Schein, E.H. (1999) The Corporate Culture Survival Guide. John Wiley & Sons (p.186)).
The leadership has to determine the correct belief and assumptions that it wishes to permeate the organisation, and the whole population, if one of the jobs of the leadership is to think of the health of populations as well as the health of individuals.
The British Geriatrics Society (BGS) can be proud of the culture change that it has achieved by providing leadership in the last seventy years. When the BGS was founded, the prevailing beliefs and assumptions of not only the public, but also the medical profession, were that the problems of older people were due to the ageing process and not to treatable disease, and therefore that older people needed “care” rather than accurate diagnosis and effective treatment and rehabilitation.