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Development and implementation of a structured leadership programme for junior doctors
  1. Anum Pervez1,
  2. Aaisha Saqib2,
  3. Sarah Hare2
  1. 1 Guy's and Saint Thomas' NHS Foundation Trust, London, UK
  2. 2 Medway NHS Foundation Trust, Gillingham, UK
  1. Correspondence to Dr Anum Pervez, Guy's and Saint Thomas' NHS Foundation Trust, London SE1 9RT, UK; anum.pervez{at}


Introduction Healthcare performance and quality of care have been shown to improve when clinicians actively participate in leadership roles. However, the training for junior doctors in leadership and management is either not formally provided or requires out of programme training. In this article, we discuss how we devised a leadership training programme for junior doctors at our district general hospital and reflections on how it can be implemented elsewhere.

Methods A junior doctors leadership programme was developed involving workshops and guidance through delivery of quality improvement projects. A precourse and postcourse questionnaire assessing preparedness to lead was given to trainees to assess the effectiveness of the course.

Results Using a Likert Scale, trainees provided quantitative self-assessment for precourse and postcourse changes in their leadership skills. There was an overall increase in confidence across key areas such as communication, preparing business cases and understating hierarchies of management teams.

Discussion The structure of this leadership programme has provided the opportunity to address gaps in leadership skills that trainees encounter, without the need to extend training. This programme is easily reproducible and offers other trusts a guide on how to do so.

  • clinical leadership
  • improvement
  • management
  • organisational effectiveness

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  • Contributors AP planned, conducted and reported the work described in the article. AP is also responsible for the overall content as guarantor. AS conducted and reported the work. SH planned and conducted the work.

  • Funding The authors have not declared a specific grant for this research from any funding agency in the public, commercial or not-for-profit sectors.

  • Competing interests None declared.

  • Provenance and peer review Not commissioned; externally peer reviewed.