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Leadership in the Mirror
Medical leadership in the military and NHS: what transferable lessons can be identified?
  1. Rhys L Davies1,
  2. Mayur Murali2
  1. 1 Shackleton Department of Anaesthetics, University Hospital Southampton NHS Foundation Trust, Southampton, UK
  2. 2 Adult Intensive Care Unit, Imperial College Healthcare NHS Trust, London, UK
  1. Correspondence to Dr Rhys L Davies, Shackleton Department of Anaesthetics, University Hospital Southampton NHS Foundation Trust, Southampton SO21 2EU, UK; rhys.davies{at}doctors.org.uk

Abstract

In this article, I explore the different ways leadership in healthcare is taught and developed by the British Army and National Health Service. What lessons and elements of best practice can be taken from each sector, and does traditional infantry-based leadership advice easily translate to civilian healthcare practice?

  • clinical leadership
  • medical leadership
  • values
  • management

https://doi.org/10.1136/leader-2020-000439

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Footnotes

  • Twitter @rhysdavieswinch

  • Contributors RLD conceived the article. RLD and MM contributed equally. RLD edited and revised the manuscript.

  • 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.