Adopting the right leadership styles and modelling them for emerging leaders

Leaders should be flexible in their style, being directive when necessary, but also engaging others in decision-making. They need to recognise the complex environment of health care and should work between teams and organisations as well as within them. Organisations with the right culture of care recognise the positive relationship between medical engagement and organisational performance, and encourage partnership between clinicians and general managers and engagement with patients.

Related multimedia

Hearing the patient voice and responding - a view from both sides

Mike Cooke, Chief Executive of Nottinghamshire Healthcare NHS Trust, draws on his experiences as a leader in the NHS and as a service user, to stress the importance of involving patients in their care.

An international perspective: leading for better health care

Maureen Bisognano, President and CEO, Institute for Healthcare Improvement, focused on international health care leadership at our Second annual NHS leadership and management summit.

Nurturing our future leaders

Dr Wai-yin Hatton, Chief Executive, NHS Ayrshire and Arraon gave a motivating speech on nurturing our future leaders at the NHS Leadership and Management Summit 2011.

Related publications

Patient-centred leadership

This report summarises the main findings of the Francis Inquiry into the failings of care at Mid Staffordshire in relation to NHS leadership and culture.

The future of leadership and management in the NHS

This report concludes the findings of the Commission into leadership and management in the NHS.

Developing effective leadership in the NHS to maximise the quality of patient care

Using feedback from a number of experienced NHS leaders, Chris Roebuck reviews past NHS leadership development and identifies leadership development options from the commercial sector that would benefit the NHS.

The roles of leaders in high-performing health care systems

This paper reviews five health care systems that are viewed as high-performing, using cross-case methods to identify key factors linked to their success, examining leadership strategies, organisational processes and investments in care improvements.

Leadership in context: lessons from new leadership theory and current leadership development practice

Kim Turnbull James outlines some of the latest thinking in leadership theory and leadership development - not specifically from the health care sector - and includes three case studies of leadership development programmes which incorporate these ideas.

Leadership for patient engagement

This paper, by Angela Coulter, was commissioned by The King's Fund to inform its review of leadership in the NHS.

Related blogs

Transforming patient experience: not a quick fix

Turning around a culture of care cannot be achieved through a quick fix. It takes courage, because you can’t start to improve things without first admitting that you could have been doing things better

Why engagement matters

If the NHS is to address financial challenges, while improving patient care, leaders will need to balance the pace-setting style that predominates among top leaders.

Is patient engagement important in leadership?

Is the obsession with organisational structure missing the point? Angela Coulter looks at why NHS organisations need to show leadership in engaging patients.