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Promoting and learning from leadership research: 10 years on
  1. Peter Lees,
  2. Kirsten Armit
  1. Faculty of Medical Leadership and Management, London, UK
  1. Correspondence to Kirsten Armit, Faculty of Medical Leadership and Management, London WC1R 4SG, UK; Kirsten.Armit{at}fmlm.ac.uk

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The value of medical research and medical leadership have been rightly hailed as critical during the COVID-19 pandemic, but who is shouting for leadership research? It is accepted that clinical care must be deeply rooted in evidence, and yet the nation makes no such assumption where leadership is concerned. FMLM has been banging this gong since its inception and has written on the subject before,1 but progress is being made. In our earlier article, we emphasised the importance of BMJ Leader in the promotion of leadership research and promulgation of evidence. In its short life, the journal has grown its author and readership with healthy international growth, including being adopted as the official scientific journal of the Royal Australasian College of Medical Administrators.

Evidence is an important driver in demonstrating the importance of leadership, but of course, alone, it does not help the individual to become a better, more effective leader. It is equally important that there is research which seeks to understand how healthcare professionals are prepared for and progress into …

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Footnotes

  • Contributors KA and PL cowrote this article in their capacity as chief operating officer and chief executive of the Faculty of Medical Leadership and Management.

  • 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 PL and KA are employed by the Faculty of Medical Leadership and Management and the organisation co-owns BMJ Leader.

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

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