Leader meaning

In this issue: Criminal procedure and evidence Proceeds of crime Appeal and judicial review Sentencing Bribery, corruption, sanctions and export controls Cybercrime and data protection offences Environmental offences Financial services and pensions offences Food safety and hygiene offences Fraud, forgery, tax and theft offences Health and safety and corporate manslaughter offences Local authority prosecutions Money laundering International LexTalk®Corporate Crime: a Lexis®Nexis community Daily and weekly news alerts New and updated content Dates for your diary Trackers Useful information Criminal procedure and evidence Court delays soar as backlogs break records Between April and June 2025, the criminal courts in England and Wales amassed an unprecedented caseload of almost 440,000, with incoming matters exceeding disposals and a system hampered by long-standing funding shortfalls. In response, the Ministry of Justice (MOJ), together with The Rt Hon David Lammy MP, confirmed extra resources to accelerate outcomes for...

The European Commission’s determination on whether buyers depend on domestic packaging suppliers, or whether the arena is EEA‑wide, will dictate if the merger triggers competition issues for regulators evaluating cross‑border supply dynamics. In earlier probes, the watchdog has increasingly suggested the market is heading clearly towards the latter as the prevailing direction of travel in recent years. Folding cartons are a form of cardboard pack used for everything from beer bottles and frozen pizzas to tobacco and medicines across consumer sectors. How straightforward the parties’ route to clearance proves could also rest on whether officials see a single cartons market, or one divided by end use and application. Ireland’s paper packaging group Smurfit Kappa and US competitor WestRock agreed last September to combine in an US$11bn transaction they say will forge a “global leader in sustainable packaging.” They have not yet filed with the Commission, but have indicated they expect to close in the second quarter of this year. When unveiling the tie‑up last year, the firms called it “geographically...

R (Tortoise Media Ltd) v Conservative and Unionist Party (Chancellor of the Duchy of Lancaster, intervening) [2025] EWCA Civ 673 What are the practical implications of this case? The implications of this ruling are weighty in relation to (i) judicial oversight of unincorporated associations, notably political parties, and (ii) the breadth of access-to-information entitlements demanded by Article 10 ECHR. On the first issue, concerning how courts examine political parties, the Court of Appeal reaffirmed the High Court’s non‑interventionist stance. At both the oral permission hearing and before the Court of Appeal, arguments were advanced by Tortoise Media and the Conservative Party about whether the individual chosen to lead the Conservative Party would, as a matter of course, become Prime Minister. That point mattered because the tighter the connection between the Party and the Government, the more persuasive the contention became that the Party was carrying out a public function. That inquiry sat at the heart of the parties’ submissions and framed the court’s analysis. Ultimately, the appellate court maintained...

This Practice Note addresses the supplementary employment obligations specific to local government regarding the recruitment and removal of statutory post-holders, including the Joint Negotiating Committee (JNC) for Local Authority Chief Officers terms, green book provisions, occupation-specific conditions of service, and authorities’ rules on employment procedures. It sets out the varying rules that apply to different categories of officers. It further outlines the part played by leaders or elected mayors and the cabinet under executive arrangements, together with the Chief Executive, in these processes as applicable. Discussion of employment issues in local government fall into three areas: routine employment law issues, such as those concerning discrimination, fair or unfair dismissal (including redundancy), TUPE, etc contractual obligations, which necessitate consultation with national conditions of service except where local agreements have been made ...

Capturing a neat, universally agreed meaning of leadership is near impossible. We’ve all witnessed strong and weak leadership, yet when we try to nail what truly distinguishes an effective leader, we tend to produce a catalogue of behaviours rather than a tidy definition. In this Practice Note, we dig beneath the surface of leadership, examine how it contrasts with management, and highlight the core behaviours shown by outstanding leaders. The difference between management and leadership More effort has likely gone into drawing the line between a leader and a manager than almost any other management subject. Too often, such descriptions elevate the leader while diminishing the manager, which is unhelpful, as organisations need capable people in both disciplines to stay successful. A helpful analogy is this: the manager is at the wheel, aiming to travel from A to B; the leader sits beside them with the map, providing direction. The leader spots the end point and the optimum route, while the manager does the driving and delivers....

The scope A first question is whether you aim to act within your team—large or small—or across a broader area, or even the whole organisation. Taking an organisation-wide route can mean more resource on tap, closer alignment between your team and others, and a chance for your team to be recognised for leading a significant, organisation-benefitting initiative. With the legal case for action, it also aligns with your obligations to the wider organisation. However, a whole-organisation initiative can introduce delay—you will need to bring others with you; some may feel it more properly sits in their remit, and seek control or, at the very least, a role in decision-making. That path should, ultimately, help secure wider buy-in, but it may come with delays and compromise. If you are a senior leader in the organisation, you have the chance to be the visible champion, using your authority to drive action and secure budget. There may well, of course, be people throughout the organisation...

To: [ All staff in [ insert ] office ] From: Response Team Leader RE: Regulatory investigation—prompt attention required Privileged and confidential Dear All Investigators from [ insert ] [ are OR will be ] arriving on site beginning today to commence an investigation. [ Insert organisation name ] treats its legal duties seriously and will co-operate with the investigators, addressing their requests in line with [ our [ Dawn raid action plan ] ]. A ‘dawn raid’ is when representatives of a regulator attend our premises without prior notice to gather evidence for an investigation. Refusing to co-operate with the investigation, or impeding the investigators, will put [ insert organisation’s name ] and individuals at risk of sanctions. Further information is contained in our [ Dawn raid action plan ]...

[ Team Leader ] [ insert HMRC address ] [ insert date ] Application seeking advance clearance under section 1091 of the Corporation Tax Act 2010 [and sections 138 and 139(5) of the Taxation of Chargeable Gains Act 1992] 1 Introduction We act on behalf of [ insert name of the target company ] (Company A) [ and for the shareholders of Company A ]. Company A qualifies as the ‘distributing company’ for the purposes of section 1079 of the Corporation Tax Act 2010 (CTA 2010). [ In connection with the proposed arrangements outlined in this letter, we request confirmation under CTA 2010, s 1091 that the distribution described herein will be treated as an exempt distribution within the meaning of CTA 2010, s 1075 ]...

Legal team: [ insert team name ] Team leader/Head of department: [ insert name ] In readiness for the firm’s strategic review and development programme, all team leaders are requested to [ consult with their team members and ] complete the questions below. Please email the completed questionnaire to [ insert name and email address ]. Deadline for return: [ insert date ] 1 Key business challenges/risks What are the top three principal business challenges for your team across the following periods...