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This collection of [Centre for Excellence in Leadership] CEL research reports examines leadership and quality improvement. It highlights a number of important policy implications for the [learning and skills] sector, for CEL and for leadership both in theory and practice. These CEL research reports highlight a number of key messages for leading quality improvement and organisational change in the sector. They demonstrate the importance of communication, consultation, clarity and shared understanding as preconditions for the effective implementation of quality improvement. Achieving employee buy-in to the change programme is particularly important. The reports also reveal the multiplicity of possible leadership approaches and how their effectiveness is often contingent on context. Section one, ‘Leading quality improvement’, contains the following reports: Beyond coasting: from good to great / Gill Alton, Biddy Rowe, Amanda Rudolph and Paul Smith; Good to great: the experience of FE institutions / Tony Jowitt and Jill Westerman; To what extent are ‘outstanding’ FE colleges learning organizations? / David Vasse. Section two, ‘Leading organisational change’, contains the following reports: Leading e-learning during organisational transformation / Norman Borrett; Meeting the FE leadership challenge: dynamic markets, employer engagement, risk and innovation / Pauline Parrett and Michelle Lomax; Pursuing excellence through a theory of change approach: a skills for life case study / Ian Hunter and Simon Penhall.