The chapter explores concepts of leadership development and talent management. Management education and development is littered with concepts that have been passing fashions or fads; which ideas have staying power? The1980s saw a burgeoning interest in management development, allied to the expansion of business schools and a proliferation of management courses. The management development movement emerged, with management presented as a practical set of skills to be learned. But since the 1990s commentators have questioned whether management development is enough. There has been a renewed emphasis on leadership development and on the transformational ability to individuals to change the fortunes of organizations, in everything from police forces to multinational companies and from failing schools to city mayoralties. Organizations are increasingly competing for talent, especially leadership talent. Is ‘talent’ what really drives reputations, and success? Can the character of a leader really make a difference? Can leadership development make a difference?