Report comment

I agree that the culture is shaped by the top leader(s) in an organisation.

But i believe there is a difference between a strong leader and a bullying/intimidating leader. To be a Chief Exec of a NHS organisation requires a wide range of skills and leadership and management styles in an ever changing and politicised environment. I don't think any of us should ever under-estimate how challenging and isolating this can be for a chief exec (and no, i am not one, but have observed plenty over my 25 years in the NHS).

I cannot comment on Peter Morris at Barts from personal experience but know several exceptional people who have a history of delivering challenging change whilst having the full support of their staff, both clinical and non clinical, who have recently chosen to go and work for him.

With regard to Robert Naylor, yes I work at UCLH - I have always found him to be firm but fair, yes extremely challenging at times but unquestioningly for the right reasons - to get the best possible care for the patients of UCLH. The clinical leadership at UCLH under Robert has generally the strongest voice i have come across in the NHS organisations that I have worked in.

In terms of the results - UCLH's outcomes, patient survey results etc are all good so he must be doing something right. He regularly praises, publicly, the staff of the Trust making it clear that those results are their's not his..... Is that macho management?