The NHS has launched a new Leadership and Management Framework designed to create consistent standards for leaders and managers at every level of the health service, including those working in general practice. Published as part of the NHS management and leadership programme, the framework is intended to support delivery of the NHS 10-Year Health Plan and to ensure both clinical and non-clinical leaders have the skills, behaviours and competencies required for modern healthcare.
The framework has been introduced alongside the new NHS College of Leadership and Management, which will serve as the national centre for leadership, management and talent development. NHS England says the initiative responds directly to recommendations made in major reviews of NHS leadership, including the Messenger Review (2022) and the Kark Review (2019), both of which called for stronger and more consistent leadership standards across the service.
At the heart of the framework are three key components:
-
leadership and management code,
-
a set of national standards and competencies, and
-
a national development curriculum, which is due to be published later in 2026.
Leaders and managers will also have access to a self-assessment tool to support appraisals, professional development and career progression.
The leadership and management code outlines six core principles expected of all NHS leaders and managers: be accountable, be compassionate, be collaborative, be inclusive, be curious and show integrity. These principles are designed to promote effective, ethical leadership and support a positive culture for staff and patients alike.
According to NHS England, the framework will provide a common foundation for leadership development across the NHS, helping organisations build confident, capable and future-focused leaders. It also reinforces the message that management and leadership are professional disciplines that play a vital role in improving patient care, staff experience and organisational performance.
The Institute of General Practice Management (IGPM) has welcomed the framework as an important step in raising the profile of NHS managers and recognising the value of effective management in delivering high-quality patient care. However, the organisation has also highlighted the unique nature of management roles in general practice and primary care networks, arguing that practice managers require specialist knowledge and expertise that may not be fully reflected within a single NHS-wide framework.
As implementation begins, NHS organisations are being encouraged to embed the framework into recruitment, appraisal, training and leadership development programmes. The aim is to create a more consistent, professional and supportive approach to leadership across the health service, helping the NHS meet future challenges while improving outcomes for patients and communities.
How will the framework impact general practice?
Although the NHS Leadership and Management Framework applies across the entire NHS, it is expected to have several important implications for general practice managers, PCN leaders and GP partners.
1. More consistent leadership standards
For the first time, NHS leaders and managers across clinical and non-clinical settings will be assessed against a single set of national standards and competencies. This means practice managers and primary care leaders will be expected to demonstrate the same core leadership behaviours and management capabilities as leaders in trusts, community services and integrated care systems.
2. Increased focus on professional development
The framework gives all NHS leaders access to structured development support, including a self-assessment tool, future national curriculum, online learning resources and other leadership development programmes. For practice managers, this could provide clearer career pathways and more consistent access to leadership training than has been available historically.
3. Leadership expectations will become more formalised
NHS England has stated that the management and leadership programme is not optional and should become an essential expectation for leaders and managers. In practical terms, practices may increasingly incorporate the framework into recruitment, appraisals, personal development plans and succession planning.
4. Greater recognition of management as a profession
The framework reinforces the principle that good management is critical to delivering high-quality patient care. This could help raise the profile of practice management and strengthen recognition of the contribution made by non-clinical leaders within primary care.
5. Potential concerns about the unique nature of general practice
The Institute of General Practice Management (IGPM) has welcomed the framework but expressed concern that it does not fully recognise the distinctive role of practice and PCN managers. Unlike managers in many NHS organisations, practice managers work within an independent contractor model and often oversee finance, workforce, estates, contracts, governance and network collaboration simultaneously. The IGPM argues that these specialist responsibilities require additional knowledge and expertise beyond a generic NHS leadership framework.
Final thoughts
For general practice, the framework is likely to bring greater consistency, clearer leadership expectations and improved development opportunities. However, primary care leaders will be watching closely to ensure that the distinctive demands of practice and PCN management are recognised as the framework is implemented across the NHS.
Check out our appraisal policies and templates on FPM Core - the one-stop compliance platform for healthcare professionals:
-
Pre-Appraisal Guidelines and Self-Assessment Form
-
Appraisal Policy & Procedure (Staff)
-
Appraisal: Staff Feedback Survey (For 360°Appraisal)
-
Continuing Professional Development (CPD) Policy
Sources
0 Comments