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View from the faculty: the role of the organisation in developing medical leadership
  1. Christopher Paul Anthony Evans
  1. Faculty of Medical Leadership and Management, High Wycombe, UK
  1. Correspondence to Dr Christopher Paul Anthony Evans, Faculty of Medical Leadership and Management, London WC1R 4SG, UK; paul.evans{at}

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The professionalisation of medical leadership is crucial to setting medical leadership on a sustainable footing and maximising the positive benefits to patients. Not surprisingly, therefore, it is one of the cornerstones of the FMLM 5-year strategy 2022–2026. Last year in my view from the faculty, I considered the importance of membership and fellowship of the faculty in the UK, to optimise the medical leadership contribution and offering a process to benchmark leadership experience and capability.

Of course, high-quality medical leadership is also in the interests of organisations, which must play a pivotal role in supporting medical leaders to enhance their skills. FMLM has, therefore, introduced organisational affiliation to support and encourage organisations to maximise their medical leadership potential to influence and drive innovative change, to enhance the quality of patient care, to address inequalities and timely patient access and also to support and inspire the workforce.

Organisational commitment to medical leadership

Attaining FMLM organisational affiliation provides bespoke support to individuals, teams and medical executives across organisations and is tailored specifically to meet their unique challenges. In adopting the FMLM leadership and management standards for medical professionals1 (focused on self, team player/team leader, organisational responsibility and system leadership), becoming an FMLM affiliated organisation demonstrates the organisation’s commitment to excellence in medical leadership as an integral part of a doctor’s sphere of practice alongside clinical competence. In detail organisational affiliation includes:

  • Access to an informed external perspective that supports and challenges medical leaders across the organisation.

  • Three days ‘on-site’ support with direction from the organisation’s senior leaders to:

    • Identify areas for improvement/further development through listening/engagement exercises.

    • Determine priority areas for the organisation within the realms of medical leadership.

  • Promoting education and the adoption of a framework for better medical leadership.

  • Support to embed the FMLM standards within job descriptions with the inclusion of FMLM Fellowship as …

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  • Contributors This is a regular View from the Faculty article provided by FMLM.

  • 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; internally peer reviewed.