The MPs’ expenses scandal has fuelled public cynicism but as questions continue to be asked, there is a more general point that should not be overlooked amid the salacious detail of duck houses, gardening and flipping.

It is the question of leadership, specifically how it is that many MPs have lost sight of their role as leaders of their communities. Is that not, in broad terms, what the role of an MP is all about? This sort of leadership is a tall order, with a high profile to boot. All the more curious, then, that more priority is not given to developing an understanding in MPs of the qualities and skills that comprise strong, inspiring and, above all, authentic leadership.

The question of whether leaders are born or made has long been asked in the business context and it is a given that the likes of Sir Richard Branson are — much like Barack Obama in the political sphere — the exception, not the rule. That is why leadership development, whether formal or informal, has a recognised, accepted place in every sector and industry. Yet not, it seems, for MPs.

In the public sector, the Civil Service, health and education have a strong track record of fostering innovative leadership, and the Improvement and Development Agency has addressed the issue in relation to politicians at local level through initiatives such as the “political skills framework for local councillors,” which includes leadership among the top competencies.

What development there is for MPs tends to come from the political parties when someone becomes a prospective parliamentary candidate. But even then the focus tends to be more on media interview tactics and party policy than the more fundamental issues of leadership and engagement. The point about leadership development for MPs is not that it is needed to keep MPs on the right ethical track. The recent scandal is symptomatic of MPs having lost sight of their core purpose to represent and lead their local communities.

Our work confirms the common features of successful leaders, which are honesty, competence in leadership and an ability to be forward-looking and inspiring. It is about being visible and available and being skilled listeners who are transparent in their dealings — even when they cannot do what someone may be asking.

In the current climate, organisations that are forging ahead are those whose leaders are tuned in to and in constant communication with their people, telling it as it is and modelling the way forward.

To the extent that leadership in the political context is discussed, it has traditionally been in relation to party leaders and the extent to which Gordon Brown or David Cameron or Nick Clegg has got what “it” takes.

In the run-up to the next general election, I believe ethical leadership will emerge as a key factor for voters at the ballot box, determined not along party lines, but on the individual record of MPs — and we could well see a clear-out of a large proportion of existing MPs. What the country is crying out for is hope, inspirational leadership and a plan of action for economic recovery.

• Gary Miles is director of Open Programmes at Roffey Park, a management training institute.

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