Developing Clinical Leadership
How a tailored leadership development programme helped senior clinicians strengthen their leadership capability, build collaboration and support organisational change.
Clinical excellence does not automatically translate into effective organisational leadership. Senior clinicians are increasingly required to lead teams, manage complex relationships, influence colleagues and contribute to strategic decisions alongside their clinical responsibilities.
LeaderShape was appointed in 2010 to deliver a leadership development programme for six newly appointed Divisional Directors and 15 Clinical Directors, helping a diverse group of highly experienced professionals develop the confidence, behaviours and shared understanding needed to lead effectively.
KEY OUTCOMES
Strengthening confidence, capability and leadership effectiveness
94%
Confident they had the leadership skills to perform well
95%
Better equipped to consider their team's development needs
Nearly 90%
Felt the programme helped them change their behaviour
Over 80%
Reported increased leadership effectiveness
The programme also helped build stronger relationships between clinical and corporate leaders, encourage shared decision-making and develop a clearer understanding of leadership responsibilities.
THE ORGANISATION
Developing leadership within a changing NHS Trust
The NHS Trust was establishing new governance structures and developing strategic planning processes to support organisational change, improve coordination and avoid duplication.
Its clinical leaders brought considerable professional expertise but varied significantly in their management experience. Some were established leaders approaching the later stages of their careers, while others were taking on their first major leadership responsibilities outside their clinical specialties.
THE CHALLENGE
Turning clinical expertise into effective leadership
The programme brought together highly experienced clinicians, many internationally recognised in their clinical or academic fields, who needed to develop as a coherent leadership team.
Their challenges extended beyond technical knowledge. They needed to develop influence, confidence and leadership behaviours while managing complex relationships and competing demands.
LeaderShape recognised that the programme needed to be intellectually engaging, fast-paced and immediately relevant to the participants' responsibilities.
Key leadership challenges included:
- Managing difficult conversations and challenging behaviours.
- Addressing resistance to organisational change.
- Managing colleagues' performance, job planning and appraisal.
- Balancing clinical responsibilities with leadership demands.
- Prioritising competing pressures and managing workloads.
- Building confidence outside established areas of professional expertise.
- Developing effective relationships across clinical and corporate teams.
LEADERSHAPE'S APPROACH
A tailored programme for experienced clinical professionals
Running from September 2010 to early April 2011, the programme combined individual assessment, leadership coaching, practical workshops and shared learning.
01. Individual Assessment
MBTI assessments, individual feedback and 360-degree leadership reviews helped participants understand their strengths and development priorities.
02. Leadership Coaching
Four individual coaching sessions over six months provided opportunities to reflect on challenges and develop practical solutions.
03. Leadership Workshops
Introductory workshops and seven full-day sessions developed leadership capability through facilitated discussion, group work and team coaching.
04. Practical Application
Flexible Hot Topic sessions addressed immediate challenges, allowing participants to share experiences and develop solutions together.
Divisional Directors attended a two-day introductory workshop, while Clinical Directors attended a one-day introductory workshop. All participants then joined seven full-day workshops supported by preparatory exercises, reading materials and practical resources.
Rather than relying heavily on formal teaching, the workshops focused on facilitated discussion, team coaching and learning through shared experience. Corporate directors and senior managers also contributed to technical sessions, strengthening connections between clinical and organisational leadership.
RESPONDING TO REAL CHALLENGES
Making leadership development immediately relevant
Early in the programme, participants identified common challenges arising from their new leadership responsibilities. LeaderShape responded by introducing flexible Hot Topic sessions, creating opportunities to address pressing issues collaboratively.
These sessions covered difficult conversations, performance management, resistance to change, job planning, appraisal and the pressures of competing priorities.
The sessions were deliberately informal and participative, sometimes taking place over lunch. Participants particularly valued the opportunity for everyone to contribute, rather than discussions being dominated by a small number of more outspoken individuals.
LEADERSHIP AND CULTURE
Building trust and collaboration across clinical leadership
A significant benefit of the programme was the opportunity for clinical leaders to develop relationships beyond their immediate specialties and departments.
Individuals who had previously had limited contact began supporting and challenging one another, developing shared perspectives and taking greater initiative together.
The programme also helped establish greater understanding between clinical and corporate leaders, creating the foundations for more collaborative decision-making and a stronger organisational leadership culture.
THE OUTCOMES
More confident, connected and effective clinical leaders
A Shared Vision and Values
Participants developed a working vision and greater understanding of shared values, helping establish common direction across the leadership group.
Stronger Working Relationships
Clinical leaders who previously had limited contact began supporting and challenging each other, reaching consensus and taking joint initiatives.
Greater Trust Between Clinical and Corporate Leaders
The programme helped establish the beginnings of greater trust and understanding between clinical leaders and their corporate colleagues.
Improved Leadership Skills
Participants developed coaching skills, explored important management challenges and gained a clearer understanding of the scope of their leadership responsibilities.
Greater Confidence in Leading Change
The programme helped clinicians develop the confidence and behavioural flexibility needed to influence colleagues and respond to organisational challenges.
PARTICIPANT EVALUATION
Evidence of leadership development
Feedback collected at the end of the programme demonstrated improvements across a range of leadership capabilities.
Figures are based on participants' self-reported feedback following the programme. Approximate percentages have been retained from the original evaluation.
PARTICIPANT FEEDBACK
A senior clinician's perspective
“You have been terrific with your programme. It has helped me to find out more about myself, my colleagues, our Institution and the direction we need to take. Plenty of work, and we are at the bottom of Everest… You offer something very special, and I hope you will continue.”
Unsolicited feedback from a senior clinician
THE BIGGER PICTURE
Connecting clinical leadership, organisational culture and performance
The programme demonstrates how leadership development can help highly experienced professionals move beyond individual expertise towards more collaborative and effective organisational leadership.
By strengthening self-awareness, developing leadership behaviours and creating opportunities for shared learning, LeaderShape helped clinical leaders build the relationships and confidence needed to support organisational change.
The experience reinforces the importance of developing leaders who can create an environment of trust, engagement and collaboration — essential foundations for a performance-enhancing culture and sustainable organisational performance.