NHS Healthcare Leadership Model
Evidence-based framework by the NHS Leadership Academy describing observable leadership behaviours applicable to all levels of healthcare organisations. Nine dimensions with four maturity levels (Essential, Proficient, Strong, Exemplary). Developed through strategic interviews, focus groups, and extensive research with the Open University and Korn Ferry.
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Framework Domains (9)
Connecting Our Service
Understanding how health and social care services fit together and how different people, teams, or organisations interconnect and interact.
| Code | Title |
|---|---|
| HLM-COS-01 | System Understanding — understanding how services fit together across health and social care |
| HLM-COS-02 | Interconnection Awareness — recognizing how different people, teams, and organisations interact |
| HLM-COS-03 | Cross-Boundary Working — building connections and collaboration across service boundaries |
| HLM-COS-04 | Integrated Service Design — contributing to integrated, patient-centered service approaches |
Developing Capability
Continuously building individual and collective capabilities, championing learning and ensuring people gain skills for future service needs.
| Code | Title |
|---|---|
| HLM-DC-01 | Individual Development — supporting and enabling learning and development for self and others |
| HLM-DC-02 | Knowledge Sharing — sharing knowledge, experience, and best practice across teams |
| HLM-DC-03 | Learning Culture — building cultures where learning from successes and failures is embedded |
| HLM-DC-04 | Future Capability Planning — developing skills and capabilities needed for future service delivery |
Engaging the Team
Involving team members meaningfully in decisions and creating environments where diverse perspectives contribute to better outcomes.
| Code | Title |
|---|---|
| HLM-ET-01 | Inclusive Decision-Making — involving team members meaningfully in decisions |
| HLM-ET-02 | Diverse Perspectives — creating environments where diverse contributions improve outcomes |
| HLM-ET-03 | Team Culture — building atmospheres of mutual respect and collaborative care |
| HLM-ET-04 | Empowerment — enabling teams to take ownership and initiative |
Evaluating Information
Seeking varied information to generate ideas and make effective plans. Building habits of evidence-based practice and critical thinking.
| Code | Title |
|---|---|
| HLM-EI-01 | Information Seeking — actively seeking varied information from multiple sources |
| HLM-EI-02 | Critical Analysis — critically evaluating information to generate new ideas and insights |
| HLM-EI-03 | Evidence-Based Planning — using evaluated information for effective improvement plans |
| HLM-EI-04 | Assumption Challenging — questioning assumptions and seeking diverse perspectives |
Holding to Account
Agreeing clear performance goals, supporting teams to take responsibility, and providing balanced feedback for continuous improvement.
| Code | Title |
|---|---|
| HLM-HTA-01 | Clear Expectations — agreeing clear performance goals and standards |
| HLM-HTA-02 | Balanced Feedback — providing balanced feedback that drives improvement |
| HLM-HTA-03 | Responsibility Support — supporting teams to take responsibility with resources |
| HLM-HTA-04 | Performance Standards — maintaining and reinforcing high standards of service delivery |
Influencing for Results
Affecting change beyond formal authority through relationships. Building relationships and using interpersonal skills to persuade and collaborate across complex networks.
| Code | Title |
|---|---|
| HLM-IFR-01 | Relationship Building — building relationships that enable effective influence |
| HLM-IFR-02 | Stakeholder Understanding — understanding diverse concerns and motivations of others |
| HLM-IFR-03 | Persuasion and Negotiation — using interpersonal skills to persuade and negotiate effectively |
| HLM-IFR-04 | Network Influence — building and leveraging collaborative networks across complex systems |
Inspiring Shared Purpose
Valuing a service ethos, being curious about improving services, and behaving consistently with NHS values. Creating shared purpose for diverse individuals doing different work.
| Code | Title |
|---|---|
| HLM-ISP-01 | Values-based Role Modelling — acting consistently with NHS values and demonstrating belief in the service |
| HLM-ISP-02 | Service Improvement Curiosity — demonstrating genuine curiosity about improving services and patient care |
| HLM-ISP-03 | Values Courage — taking personal risks to stand up for shared values and purpose |
| HLM-ISP-04 | Purposeful Challenge — making courageous challenges for service benefit beyond formal remit |
Leading with Care
Understanding unique qualities and needs of a team, providing a caring safe environment. Understanding underlying emotions that affect the team and caring for members as individuals.
| Code | Title |
|---|---|
| HLM-LWC-01 | Compassionate Relationships — developing relationships exemplifying compassionate practice |
| HLM-LWC-02 | Emotional Understanding — understanding underlying emotions affecting the team |
| HLM-LWC-03 | Safe Environment Creation — providing a caring, safe environment for effective work |
| HLM-LWC-04 | Personal Wellbeing — caring for one's own wellbeing as foundation for leading others |
| HLM-LWC-05 | Leading with care through change — compassionate leadership during organizational transformation and uncertainty |
Sharing the Vision
Communicating a compelling and credible vision in a way that feels achievable and exciting. Involving individuals and valuing their contributions.
| Code | Title |
|---|---|
| HLM-STV-01 | Vision Communication — communicating a compelling, credible vision that feels achievable |
| HLM-STV-02 | Stakeholder Involvement — involving individuals and valuing their contributions |
| HLM-STV-03 | Future-Focused Thinking — creating a compelling picture of future services and outcomes |
| HLM-STV-04 | Strategic Narrative — translating vision into meaningful narratives for different audiences |
Maps to 27 other frameworks
Frequently Asked Questions
What is NHS Healthcare Leadership Model?
NHS Healthcare Leadership Model is a compliance framework from United Kingdom with 9 domains and 37 controls. Evidence-based framework by the NHS Leadership Academy describing observable leadership behaviours applicable to all levels of healthcare organisations. Nine dimensions with four maturity levels (Essential, Proficient, Strong, Exemplary). Developed through strategic interviews, focus groups, and extensive research with the Open University and Korn Ferry. It is used by organisations to establish and maintain compliance with industry standards and regulatory requirements.
How many controls does NHS Healthcare Leadership Model have?
NHS Healthcare Leadership Model has 37 controls organised across 9 domains. The largest domains are Leading with Care (5 controls), Connecting Our Service (4 controls), Developing Capability (4 controls). Each control defines specific requirements that organisations must implement to achieve compliance.
What frameworks does NHS Healthcare Leadership Model map to?
NHS Healthcare Leadership Model maps to 27 other compliance frameworks. The top mapping partners are LEADS in a Caring Environment (92% coverage), Goleman Emotional Intelligence Leadership Framework (32% coverage), The Leadership Challenge (Kouzes & Posner) (32% coverage). Use our comparison tool to explore control-level mappings between frameworks.
How do I get started with NHS Healthcare Leadership Model compliance?
Start your NHS Healthcare Leadership Model compliance journey by running a self-assessment on our platform to identify your current compliance posture. Our AI advisory can answer specific questions about NHS Healthcare Leadership Model requirements, and cross-framework mapping helps you leverage existing controls from other frameworks you may already comply with. Create a free account to access all 37 controls and track your progress.
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