Qualities of Leadership Practice: supporting people, teams, and patient care

In February, the Royal College of Paediatrics and Child Health (RCPCH) and Talent for Care hosted the second session in their leadership webinar series: Qualities of Leadership Practice — leadership practices that support people, teams and patient care. Led by Dr Megan Peng, with speakers Arran Daly (Talent for Care) and Dr Daljit Hothi, the discussion explored what effective leadership looks like in a relentlessly high‑pressure NHS landscape — and how leaders can better support their people, teams and ultimately patient care.

Below are the core takeaways and insights for leaders across healthcare.

🔄 1. Leadership Today Requires Adaptiveness

Daljit opened by highlighting how the environment has shifted from episodic instability to continuous volatility, meaning leaders must operate differently than before. She drew on the Cynefin framework, distinguishing between complicated situations (predictable cause and effect) and complex ones (unpredictable, fast‑changing). In complex contexts, leaders should avoid rigid long‑range plans and instead adopt an “extended present” mindset—focusing on the next small, adjacent step rather than the far future.

👥 2. Leadership Is Collective — Build Cultures of Empowerment

Both speakers emphasised that whilst a leader is an individual role, leadership itself is collective. Creating a culture where people feel valued, trusted, involved and able to lead from where they stand is essential.

“We start to have a team who feel like they are of value… What makes the difference is that it’s not just leadership of the leader, it’s leadership within our team. We all become leaders in the role that we've got.” Arran Daly

Leaders can:

• Give responsibility and autonomy

• Celebrate both individual and collective achievement

• Foster self‑leadership

• Encourage learning and development opportunities continuously

Arran framed it powerfully when he said, “We all become leaders in the role that we've got.” 

🛡️ 3. Psychological Safety Rooted in Hope, Not Forced Optimism

Creating psychological safety is a relational, bidirectional process. Daljit emphasised that emotions are contagious—leaders’ communication directly influences team energy. Leaders don’t need to fake positivity; instead, they should project hope, rooted in authentic belief, not rehearsed scripts.

Psychological safety includes enabling team members to:

• Be themselves

• Learn

• Contribute

• Challenge constructively

All of this requires leaders to have their own psychological safety and self-awareness.

🙏 4. Gratitude as a Leadership Practice

A repeated theme was the power of gratitude. Asking questions like “What’s one great thing that happened today?” reframes thinking and activates areas of the brain associated with positivity and reduced stress.

“Scientists tell us that with gratitude, we light up parts of our brain that are related to positivity rather than negativity. It reduces our level of adrenaline and other stress markers… It’s a really simple tool for reframing the context in the moment" Dr Daljit Hothi

 This isn’t fluffy—it’s evidence‑based neuroscience. And when embedded in team culture, it fosters hope, connection, and resilience even in demanding environments.

🗣️ 5. Communication Is Culture

The stories a team tells — about themselves, their work, and each other — shape culture. Leaders can shift culture by consciously strengthening chosen stories. Deep listening is essential: listening to the team’s narratives and also to one's inner narrative, so as not to project judgement or negativity.

In today’s pressured NHS, these conversations are more essential than ever. Avoiding difficult dialogue drains far more energy than addressing issues early.

🔍 6. Curiosity over Judgement: Step Back to See More

“Perhaps we go and have a conversation with our colleagues in different parts of the hospital… with just a question or can I try to understand your perspective in your space? … If we can go into these conversations with no agenda, with a true curiosity. Not passing judgement.” Dr Daljit Hothi

Leaders should invite teams to “step back from the problem” to see broader possibilities — like pulling back a torch beam to illuminate more space. Diversity of perspective fuels creativity and reframes stuck thinking.

Attendees asked how to manage “poor management” above them. The advice: lead with curiosity, not judgement. Often, misalignment stems from different narratives, not ill intent. Compassionate conversation can unlock connection.

🌱 7. The Importance of Being - Built on Self‑Awareness and Choice in How Leaders Show Up

One of the strongest themes in the webinar was the reminder that effective leadership isn’t only about doing — especially in complex, high‑pressure environments. Under strain, leaders naturally default to rapid action because “doing” offers a quick dopamine reward and a sense of control. But the speakers highlighted that today’s NHS requires more being: pausing, sensing, reflecting, and intentionally choosing how to show up.

“You decide your narrative about who you are… and you also decide how you choose to show up and be present and be in relationship with yourself and others moment to moment at work.” Dr Daljit Hathi

Daljit and Arran linked this directly to self‑awareness. Leaders must recognise the stories running in their own minds — the narratives that can heighten stress, trigger negativity, or unconsciously shape team dynamics. By cultivating awareness of these internal narratives, leaders can make choiceful, moment‑to‑moment decisions about the energy they bring into a room, the tone they set, and the presence they embody. Daljit emphasised that leaders “decide how [they] choose to show up and be present and be in relationship with [themselves] and others moment to moment at work.”

💬 8. Don’t Ignore Difficult Behaviour — Address It with Compassion

When colleagues push or suppress others, ignoring it sets a silent norm. Leaders must address behaviour early, directly, and compassionately—distinguishing behaviour from the person and seeking to understand what’s going on beneath the surface.

“I think the most important thing is not to ignore it. The things you walk past are the standards or the cultures that remain… But then in addressing it head on, have a non‑judgmental conversation with that individual. What is going on for you?… Approach it with compassion.” Dr Daljit Hothi

🎤 Final Reflections from the Speakers

Daljit reminded leaders to intentionally choose the narrative they hold about themselves and how they show up “moment to moment.” Leadership presence is shaped by small, repeated choices.

Arran invited leaders and teams to “play with” gratitude—spotting four unnoticed positives each day—as a practical entry point into positive culture change.

This webinar painted a clear picture: leadership in today’s NHS is less about certainty and control, and more about presence, connection, adaptability, and collective wisdom. By cultivating gratitude, psychological safety, honest communication, and self-awareness, leaders can create teams that are resilient, hopeful, and grounded—even in the most complex environments.

Join Dr Daljit Hothi, Arran Daly, and Dr Megan Peng in April for the third instalment of the webinar series where the speakers will explore and exchange expertise on the following theme: Leading Across Boundaries.

Wednesday 22nd April 2026

Systematic Leadership: Leading Across Boundaries

Leadership in the time of integrated care

Leadership and collaboration across systems and communities

Lessons learnt from MTDs

Register for Webinar 3