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A total of 21 learning sessions have been created on the fundamentals of leadership and the resource is aligned to the five core domains of the Clinical Leadership Competency Framework. Each of the five domains or modules is made up of four 30 minute learning sessions. The resource concentrates on laying the foundations of leadership providing clinicians with the fundamentals of best practice in leadership and providing tools and frameworks to help them acquire and utilise those skills. The learner will be encouraged to contextualise their learning through practical case scenarios, reflections on their own area of practice and activities designed to promote effective care based on service user perspectives.

This resource can be used by individual clinicians or employing organisations to underpin organisational training programmes. There are a wide range of activities and experiences included that can be used as a blended approach to learning and assessment. The Edward Jenner programme is accessible to everybody and is designed with sufficient flexibility to allow individual sessions to be accessed (according to learning need) or completion of each session sequentially. To further support lifelong learning, each session will include downloadable worksheet activities, a certificate of completion and reflective log which can be built into a Continual Professional Development (CPD) portfolio.

The Academy would like to thank all the clinicians, service users and organisations who have supported the development of the Edward Jenner Programme. We hope you continually revisit the programme material and also take advantage of the sign posting within the resource to access further learning to support your leadership journey.

The Leadership Fundamentals curriculum is made up of 21 e-learning sessions which are based on the five core components that make up the Clinical Leadership Competency Framework. 

Summary information regarding each Competency Framework module:


1. Demonstrating Personal Qualities

Effective leadership requires individuals to draw upon their values, strengths and abilities to deliver high standards of service. This requires them to demonstrate effectiveness in developing self-awareness, managing themselves, continuing personal development and acting with integrity.

  • Developing self-awareness

  • Managing yourself

  • Continuing personal development

  • Acting with integrity

2. Working with Others

Effective leadership requires individuals to work with others in teams and networks to deliver and improve services. This requires them to demonstrate effectiveness in developing networks, building and maintaining relationships, encouraging contribution, and working within teams.

  • Developing networks

  • Building and maintaining relationships

  • Encouraging contribution

  • Working within teams

3. Managing Services

Effective leadership requires individuals to focus on the success of the organisation(s) in which they work. This requires them to be effective in planning, managing resources, managing people and managing performance.

  • Planning

  • Managing resources

  • Managing people

  • Managing performance

4. Improving Services

Effective leadership requires individuals to make a real difference to people’s health by delivering high quality services and by developing improvements to services. This requires them to demonstrate effectiveness in ensuring patient safety, critically evaluating, encouraging improvement and innovation and facilitating transformation.

  • Ensuring patient safety

  • Critically evaluating

  • Encouraging improvement and innovation

  • Facilitating transformation


5. Setting Direction

Effective leadership requires individuals to contribute to the strategy and aspirations of the organisation and act in a manner consistent with its values. This requires them to demonstrate effectiveness in identifying the contexts for change, applying knowledge and evidence, making decisions, and evaluating impact.

  • Identifying the contexts for change

  • Applying knowledge and evidence

  • Making decisions

  • Evaluating impact



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