ABSTRACT
As we have argued in earlier chapters, there is a clear link between effective medical leadership and engagement and clinical outcomes and organisational performance. As Jagger (2015, p. 211) confirms, ‘leadership competences are not only required by senior clinicians or trainees who aspire to positional leadership roles; leadership is an integral component of everyday clinical practice and is essential to the delivery of high quality, continually improving, compassionate, patient-centred-care’. This coincides with the authors’ view that trainee doctors require a range of leadership and management competences, which become more significant as they progress throughout their careers. We contend that all doctors, as practitioners, have management, leadership and service improvement responsibilities, and thus, attaining competence in them should not be optional but an integral element of being a good doctor.
