In the autumn of 2014, the inaugural cohort of direct entry superintendents commenced an 18-month training course. They brought with them a breadth of leadership expertise from previous careers elsewhere in the public and private sectors. All of the nine direct entry superintendents were interviewed, to gauge their motivations for joining the service and to understand more about their leadership credentials. The results show these individuals have a strong bias towards public service and offer credible leadership skills. The strategic picture in which they are operating is complex and not always supportive.
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