1. Leadership 1: The leadership already happening
Identify leadership in ordinary clinical work without confusing informal influence with formal authority.
Learning programme · #P3
Leadership in Practice
A multi-module programme connecting leadership learning with clinical and organisational practice.
Who this programme is for
Relevant to SAS doctors, consultants, resident doctors, nurses, allied healthcare professionals and others who lead people, services or improvement.
Certificate process: manual
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2. Leadership 2: The SAS leadership paradox
Examine how contribution can grow without recognition, authority or opportunity growing with it, and how organisations can respond without substituting labels for evidence.
3. Leadership 3: When the consultant title arrives
Use formal authority carefully during transition into a consultant role, drawing on existing service knowledge rather than assuming title equals organisational fluency.
4. Leadership 4: Leadership as professional practice
Professional leadership is not confined to office-holders. This module connects everyday medical professionalism with teamwork, fairness, delegation, resources, governance and accountable leadership.
5. Leadership 5: Knowing your impact
Move from intention to observable effect: seek feedback, identify patterns in your behaviour and distinguish activity from impact.
6. Leadership 6: Style, power and influence
Choose leadership methods for context rather than treating style as identity; recognise formal power, informal credibility, hierarchy and the limits of influence without authority.
7. Leadership 7: Judgement when the answer is not obvious
Structure decisions under uncertainty by clarifying purpose, risk, authority, assumptions, options, dissent and the point at which a decision must be revisited.
8. Leadership 8: Leading patients, teams and communication
Bring patient purpose, changing team membership and communication together so that shared understanding produces coordinated action rather than parallel conversations.
9. Leadership 9: Culture, difficult conversations and development
Understand how small repeated behaviours create culture; conduct difficult conversations proportionately and use feedback, coaching, mentoring and supervision for development.
10. Leadership 10: Delegation, safety and speaking up
Delegate without abandoning accountability, create escalation routes, respond to safety information and receive concerns without punishing the messenger.
11. Leadership 11: Improvement, resources and organisational leadership
Connect improvement with implementation, resource choices, meetings, organisational politics, fair opportunity, strategy and cross-boundary working.
12. Leadership 12: Digital leadership, transition and sustainable impact
Lead responsibly in a digital and AI-mediated NHS, plan the first 90 days of formal authority, build an evidence-based leadership portfolio and leave sustainable work behind.