Leadership development in the NHS in England: do we really know what works?

Leadership development is widely considered to be a key driver of improvement in the NHS, yet the effectiveness of existing programmes remains uncertain. This article examines investments in leadership development initiatives and their impact in England, highlighting key programmes such as the Edward Jenner, Mary Seacole and Nye Bevan schemes. Drawing on findings from a service evaluation of the Leading an Empowered Organisation programme, the authors explore short-term benefits, including improved communication, leadership confidence and team empowerment, while underscoring the persistent challenge of assessing long-term impact and return on investment. With significant financial commitments at stake, this article calls for more rigorous evaluation to determine whether leadership development leads to sustained improvements in healthcare outcomes.