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In perspective
Developing leaders in emergency medicine
  1. Daniel Darbyshire1,2
  1. 1 Health Innovation One, Lancaster University Lancaster Medical School, Lancaster, UK
  2. 2 Emergency Department, Royal Manchester Children's Hospital, Manchester, UK
  1. Correspondence to Dr Daniel Darbyshire; dsdarbyshire{at}doctors.org.uk

https://doi.org/10.1136/emermed-2024-214391

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    Leadership in emergency medicine is a routine part of day-to-day practice. Being a trauma team leader, emergency physician in charge or clinical lead all look very different and require a range of skills, but are all certainly forms of leadership that have a significant impact on the running of an emergency department, patient outcomes and, as is increasingly being recognised, staff well-being.1

    The EMLeaders programme was launched in 2018 as a collaboration between the Royal College of Emergency Medicine (RCEM), Health Education England and National Health Service (NHS) England as a structured approach to leadership development of emergency physicians in training. Although professional societies and colleges offer leadership courses, these usually focus on those who have completed training. A critical aspect of EMLeaders is that learning is not confined to the course, but continues on the shop floor with the involvement of emergency department consultants.

    In their multimethod evaluation of the EMLeaders programme, published recently in EMJ, Kneafsey et al provided an insightful and pragmatic evaluation of the EMLeaders programme.2 They surveyed a broad selection of clinicians associated with RCEM asking open-ended questions about their experience of leadership …

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    Footnotes

    • Handling editor Ellen J Weber

    • X @dsdarbyshire

    • Contributors DD was asked to provide a commentary to Kneafsey et al. During the development the paper changed to an in perspective piece with input from the EMJ editors. DD is author and guarantor for the paper. DD wrote this article and will act as the guarantor.

    • 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 Commissioned; internally peer reviewed.

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