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Leadership standards in postgraduate medicine

Generic professional capabilities framework for postgraduate medical education

The General Medical Council has developed a framework, known as the Generic Professional Capabilities, which sets out the essential generic capabilities required for doctors to deliver safe, effective and high quality care.

Recognising the importance of leadership for all doctors to deliver high quality care, domain 5 of the framework is dedicated to the knowledge, skills and behaviours required in leadership and teamworking.

Colleges and faculties will be required to ensure that these domains are incorporated into future specialty curricula as a minimum regulatory requirement. This underlines the importance of leadership in clinical medicine and will embed leadership development into the postgraduate medical curricula.


Leadership and management standards for medical professions

The Leadership and management standards for medical professionals (3rd edition) are articulated as a set of core values and bahviours designed to work across all career levels.

FMLM believes an effective medical leader is defined by how and what they do, under-pinned by why they do it. The ‘why’ is guided by the values espoused in the Seven Principles of Public Life and the General Medical Council’s Good Medical Practice . Medical leaders should also be aware of the GMC guidance, Leadership and management for all doctors. The ‘how’ and ‘what’ medical leaders do is set out below as behaviours which can be observed, measured and developed

The FMLM Leadership and management standards for medical professionals have been mapped with the NHS Leadership Framework, the Healthcare Leadership Model and the General Medical Council model. You can download this document from this page.


Why standards?

Standards have a range of uses. They are valuable to organisations and systems to give assurance regarding the calibre of individuals in specific roles. Standards are also valuable to individuals to allow them to benchmark themselves and inform personal development planning:

  • Personal and professional development, eg self-assessment, learning, reflection and 360 degree feedback, appraisal and revalidation
  • Supporting, encouraging and coaching colleagues (including performance management)

The leadership behaviours are identified at three levels: self (self-awareness and self-development; personal resilience, drive and energy); team player/team leader (effective teamwork; cross-team collaborations); corporate responsibility (corporate team player; corporate culture and innovation).




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