Action learning as a developmental practice for clinical leadership

Abstract

Clinical leadership is assuming a higher profile in the healthcare systems in the UK. This paper seeks to clarify the nature of clinical leadership, and proposes action learning as a developmental practice that is well suited to its enhancement. The paper reviews recent definitions of clinical leadership and examines action learning as both ethos and practice, and its application in the NHS. The paper identifies a need to strengthen clinical leadership and, with the flexibility of approach and track record of application in healthcare, proposes that action learning is a highly appropriate developmental approach for the enhancement of clinical leadership.