Leadership skills

This page talks about the different types of skills and behaviours you can adopt in order to become a good leader, and gives examples of how you're probably already a leader without even realising it.

If you're being asked to demonstrate leadership skills during recruitment, the RCN Career Service offers a range of support for members, including online guidance and resources, a CV/Supporting Statement checking service, and interview coaching.

Alternatively, if you're considering or pursuing a career in leadership, RCN members can access free career coaching as part of their membership. 

What is a leader?

Upon hearing the word "leader," you might automatically think of someone who manages a team, or someone who makes big decisions.

Although the term can have different meanings for different people, the Chartered Institute of Professional Development (CIPD) defines it as "the capacity to influence people, by means of personal attributes and/or behaviours, to achieve a common goal."

Leadership in healthcare

Research and reviews have revealed the importance of good leadership in healthcare, linking it to patient mortality, quality of patient care and satisfaction, and improved staff wellbeing/morale.

Using the idea that all employees can be leaders at some level, healthcare organisations have been aiming to improve and invest in strong, effective leadership within the services they provide. 

Leaders at all levels

All employees can show good leadership in their own way, from directors to middle managers or from first-line supervisors to front-line staff. 

You could be a leader for example by raising concerns about staffing levels, by acting as a role model, or by suggesting ideas on how to improve patient care. 

Demonstrating leadership skills during recruitment

When recruiting, many healthcare employers will want to see evidence and examples of your leadership skills within your CV, job application, assessments and/or interview.

Alternatively you may be applying for a post where leadership plays a key or important part. In this case employers will be interested in your leadership skills, but also about your leadership vision, leadership ethos/philosophy/style, or leadership strategy. They may be interested to see not only how you lead, but also how you will develop leadership skills in others.

Possible interview questions around leadership skills could include:

• Tell us about a time where you took the lead on an idea, task, or project.
• Describe a time where you had to bring someone around to an idea you had.
• How do you act like a role model?
• Tell us about a time where you advocated for a patient.
• Describe a time when you had to take charge of a situation.
• What does good leadership mean to you? / What type of leader are you?
• How would you foster a culture of leadership within your team?
• Give examples of how you "lead with care."

• Advocated for a patient so that their wishes were heard.
• Voiced issues important to nursing/patient care or for your team/organisation.
• Took charge or led during a shift, project, task, or audit.
• Supported, coached or mentored others.
• Took responsibility for your own learning and development.
• Acted as an activist for healthcare related causes.
• Spoke out about improving services, resources, or costs. 
• Promoted equality and diversity, the 6Cs, or your employer's organisational values.
• Acted as a professional role model.
• Provided clinical leadership e.g. supervised others or acted as a link nurse/contact.
• Took responsibility for a task and saw it through to the end.
• Delegated or provided clear direction to others.
• Empowered a patient to take charge or control of their health.
• Took responsibility for reflecting and learning from your practice.
• Challenged others who weren't following procedures or adhering to values.
• Appropriately reported concerns regarding staffing or skill mix.
• Acted to resolve issues that may have impacted on care or safety.
• Supported or motivated your team or colleagues.
• Assisted with or helped with change management strategy.
• Influenced others to come on board with an idea you had.

RCN Careers Service resources and support

The RCN Careers Service has online advice on navigating a career crossroads, or exploring roles in leadership.

If you're applying for jobs, members can get support with writing CVs, covering letters, or supporting statements, including samples, templates, and a checking service.

We also offer advice on interview skills, interview coaching, and career coaching. See our Career Coaching FAQ page for more info.

RCN resources 

See the Nursing Careers Resource for information on career pathways in leadership (and other roles), including entry requirements, useful skills, case studies, videos, and more.

It's free to join the RCN's Nurses in Management and Leadership forum. As well as having useful leadership resources, you could help shape the future of nurse leaders or share, discuss, connect or learn with your peers in the forum's dedicated private Facebook group. 

Discover key leadership information and resources including books, reports, and journal articles with the RCN library's leadership subject guide. You can also browse journals for leadership studies or articles, or enquire about loaning books and ebooks about leadership in healthcare.

NHS Leadership model self-assessment tool

The Healthcare Leadership Model Self-Assessment Tool is designed to help people understand their leadership behaviours and to highlight areas of strength and areas for development.

NHS Leadership Academy learning hub and courses

NHS leadership Academy has produced free, engaging "bitesize courses," on their Learning Hub, such as authentic leadership, motivation, compassionate leadership in crisis, and how to work with emotions and care for your team.

The Learning Hub also features an "inspiration library," podcasts, blogs and videos, and "learning spaces," hosting learning content for campaigns and initiatives specially designed for health care leaders and managers to connect, share and learn together.

NHS Leadership programmes

The NHS has various leadership programmes, designed to help everyone in the NHS discover their full leadership potential.

• The NHS Edward Jenner programme is a free eLearning resource open to all, aiming to support you to develop essential leadership skills. The programme is delivered online so you can complete it in your own time, at your own pace. It's suited to those looking to take their first steps into leadership, or wanting to find out more about leadership skills.
• The Mary Seacole programme is aimed at those in their first leadership role, and it is possible to get employer funding, or self fund.
• The Elizabeth Garrett programme is aimed at middle to senior leaders. There are bursaries available for BAME, disabled and LGBTQ+ applicants.

The NHS Healthcare Leadership model

In the NHS, the healthcare leadership model is made up of nine different leadership dimensions, which can help you explore the ways in which you might already be acting as a leader, or inspire you to develop and grow your leadership skills.  Here are some examples from the model that may resonate with you, or inspire you further:

• Valuing the ethos of a service
• Thinking about how to improve services and patient care
• Behaving in a way that reflects the principles and values of the NHS
• Acting as a role model and inspiring others to do the same

Understanding the unique qualities and needs of a team

Understanding your own behaviour and how this impacts on your team

Carrying out acts of kindness for your team

Helping to foster a positive and supportive atmosphere that enables everyone to do their jobs effectively

Investigating or seeking out feedback from service users, colleagues or others and using it to make improvements

Using information, feedback or data to generate new ideas and make effective plans for improvement or change

Always thinking about ways to do your job more effectively or ways to improve services

Understanding how your area of work relates and connects with other individuals/teams

Providing effective handover and taking responsibility for continuity of service provision

Making links or liaising with other teams and organisations

Being flexible when working with people/teams who have different standards or approaches to you

Communicating a compelling, credible and vivid picture of what everyone is working towards (e.g. vision or goals) in a way that makes it feels achievable and exciting

Inspiring hope and helping others to see how their work fits in

Being visible and available to your team

Communicating honestly, clearly and appropriately

Recognising and actively appreciating each person’s unique perspectives and experience

Listening attentively to your team and valuing their suggestions

Asking for contributions from your team to raise their engagement

Promoting team work and feelings of pride

Asking your team for feedback

Taking responsibility for your own performance

Agreeing clear performance goals and quality indicators  

Supporting others to take responsibility for results

Taking responsibility for your own development

Exploring and understanding the strengths and development needs of your team

Understanding the importance and impact of people development, Acting as a role model for personal development

Providing long term mentorship or coaching

Listening to different views

Sharing issues and information to help others understand your thinking

Developing and presenting well-reasoned arguments

Engaging respectfully to convince or persuade others

Building relationships to recognise other people’s passions and concerns