2 days ago
Liza Collins on the meaning of relational leadership in NHS
It was inspiring, but many were left wondering: what does that actually mean in practice, especially on a busy NHS ward or in an overstretched community team?
Relational leadership is more than a buzzword. It's a mindset and a practice, one that might just hold the key to a healthier future for our NHS teams.
At its heart, relational leadership is about how we show up in relationships at work. Not as titles, hierarchies or roles, but as people. It asks us to move beyond command-and-control styles and towards connection, curiosity and care. To lead with both clarity and compassion. To listen more. To build trust and rebuild it when it's broken.
That may sound idealistic, but the evidence tells us otherwise.
Teams thrive when people feel safe to speak up. They perform better, innovate more and recover faster from setbacks. This is what psychological safety looks like: an environment where you can share ideas or admit mistakes without fear. But here's the catch: it does not happen by accident.
It is created, moment by moment, through how we treat one another.
A good relational leader is not always the loudest or most confident voice in the room. They are often the most consistent. They notice the tone. They welcome feedback. They understand that a difficult conversation handled well is a form of leadership. They recognise that it takes time to build trust, and only a moment to lose it.
When leadership is too harsh, trust is lost. When it's too absent, people flounder. Relational leadership strikes the balance, with clear boundaries and human connection.
In the NHS, we already understand relational care. We know the difference a kind word or a thoughtful gesture makes. The challenge now is to extend that same humanity into how we lead.
Because the truth is, we do not change workplace culture by policy alone. We change it through everyday relationships.
So, if we want a thriving NHS for the future, we must ask: what kind of leaders, and teammates, are we choosing to be?
Liza Collins, MA, FRSA
NHS Culture Strategist and Future of Healthcare Executive Leadership Coach
