A programme built by researchers and clinicians, designed exclusively for doctors, and grounded in evidence that physician leadership improves healthcare organisations.

Leadership specifically for doctors

The EMML launched in 2017 with a straightforward premise: doctors deserve leadership education tailored to their profession. Not a generic multidisciplinary course. Something that respects the distinct responsibilities, training and culture of medical practice. It was quite a new idea for a British business school, and it took time to build momentum.

Ten years on, cohorts have grown to around 60 students, with most of the current cohort being clinician consultants. More than 250 doctors have now come through the programme, from every specialty, including dentistry, across NHS and independent settings.

The apprenticeship levy has been transformative for this programme, making it possible for far more doctors to access the programme than could otherwise have done so. In addition, our international doctors, who self-fund, bring a welcome global perspective.

Outcomes that matter

The evidence is strong that the EMML brings real and tangible benefits to the doctors who undertake it.

Approximately 60% of EMML students gained a promotion while on the programme. Graduates have moved into roles including:

• Clinical Director
• Divisional Medical Director
• Group Medical Director
• CEO
• ICU Head across multiple hospitals
• Director of Clinical Services.

Students report that they have gained in confidence, strategic capability, self-awareness and the ability to manage organisational complexity. Crucially, their line managers and employers confirm it.

Beyond individual careers, the programme builds something harder to measure but equally valuable: a tight, lasting network of medical leaders who support one another long after graduation.

Why it works

Three ingredients:

1. The doctor-only cohort creates genuine psychological safety — a space where physicians across specialties can challenge each other and speak openly about the pressures they face.
2. The learn-apply-learn-apply cycle means participants put their learning to work immediately in clinical settings.
3. You get two years of executive coaching and action learning embed real behavioural change, not just new knowledge.

Why it matters now

Our research, published in the British Journal of Industrial Relations, found that a one-unit increase in line manager quality is associated with a 17 % drop in NHS staff quit intentions. The message is clear: good leadership retains staff. Poor leadership drives them out. With the NHS facing historic workforce shortages, investing in the quality of medical leaders is not a luxury.

Celebrating ten years

We started with research finding that expert leaders improve organisational performance and built a programme around it. Ten years and 250 graduates later, the Executive Master’s in Medical Leadership (EMML) continues to grow and evolve.

None of this would have been possible without the NHS trusts and GP practices and healthcare providers, including:

• UCLH (University College London Hospitals NHS Foundation Trust)
• Guy’s and St Thomas’ NHS Foundation Trust
• Imperial College Healthcare NHS Trust
• HCA
• Great Ormond Street Hospital (GOSH)
• St George’s Epsom and St Heliers (GESH)
• East Kent NHS

And many more who have invested in their doctors’ development, year after year.

We owe an enormous debt to our faculty, and guest speakers, who bring both rigour and generosity to their teaching, and to the Bayes professional team whose dedication behind the scenes keeps everything running. Most of all, we are grateful to every doctor who has trusted us with their leadership journey. The next ten years start here.