Respondents from all three groups suggested an important role for 'CPD' in eneouraging
leadership talent retention. This was expressed in terms of leadership distribution, the
opportunity to lead new initiatives, networking, eoaehing, mentoring and aeeess to leadership
eourses, the NPQH and the NCLSCS leadership programmes. Middle leader and elassroom
teaeher responses often linked aeeess to 'CPD' as indieative of being valued or rewarded by
the head or other senior leaders. A small number of heads in the sample highlighted
performanee management arrangements linked to 'CPD' as a means to respond to staff
leadership aspirations and henee eneourage retention. Conversely, some elassroom teaehers
and middle leaders indicated that much improvement in eareer development adviee was
needed to aeeompany performanee management meetings and resultant 'CPD' as this would
enhanee both leadership development and retention. For example, a middle leader from a
seeondary sehool wrote: