After Brand You [1](Tom Peters), the Employer Brand [2] (Simon Barrow and Richard Mosley), now the Leadership Brand [3] (Dave Ulrich and Norm Smallwood) offering insights on the value of a strong leadership brand. The attributes? Consistent and predictable quality of leaders across levels, and across generations of CEOs. The effective transitions from Reginald Jones to Jack Welch to Jeffrey Immelt is held up as evidence for GE’s capability at this over the years. Good for continuity, for corporate culture, and ultimately, for shareholders. The authors also argue that leadership development in the firms that do this well is of a higher order than the usual exhortations about the need for vision, direction and energy. And there’s a grain of something in this. Certainly GE, P&G, Johnson & Johnson, and McKinsey leaders have a distinctive and common identity once beyond their company of origination. All these firms export a lot of leadership talent arising no doubt from positive perceptions about the sustained strength of their corporate performance. And by association, the quality of management. For the quick version on these arguments see Harvard Business Review [4]July 2007.