Leadership in General Practice Supervision: What it looks like and why it matters.
In the ever-evolving world of general practice, leadership isn’t confined to titles or seniority - it’s a shared responsibility demonstrated through the everyday actions of supervisors, practice managers, nurses, and administrators alike. Co-authored by our CEO, several Board Directors, and our Practice Manager lead, this collaborative piece explores what leadership looks like in practice supervision, and how each of us can lead effectively from where we are.
What does leadership look like for a Practice Manager?
To explore how these principles play out in real-world supervision, we spoke with GPSA’s Practice Management lead, Jen Flakemore. Her insights reveal how leadership shows up in the day-to-day work of those who may not always see themselves as leaders but absolutely are.
As Practice Managers, we’re seen as leaders, whether we feel like one or not! Leadership isn’t about being the loudest voice. It’s about how we show up every day and how we act.
Good leaders model the behaviour they want to see: kindness, respect, listening, fairness. We create a culture by what we allow, what we encourage, and what we ignore. Someone’s always coming back late from lunch? If you ignore it, it won’t go away but it will set a precedent.
We support our teams to grow, give credit where it’s due, and step up when things go wrong.
Leadership also means empowering others to shine. Give credit where it is due. Your practice nurse has come up with a brilliant idea to streamline flu clinics? A leader gives praise but also makes sure the practice principals know who is responsible and encourages recognition and acknowledgment.
“You don’t have to be the loudest voice, your team has great ideas, they just need the opportunity to be heard. Believe in your team even when they don’t believe in themselves. Listen more than talk, follow through on promises, and have honest conversations, even though sometimes those conversations can be tough,” says Jen Flakemore.
We build trust by being consistent, transparent, and respectful. No blame, no “us and them,” just accountability and never laying the blame on someone else.
You don’t have to get it right every time. But remember, leadership, like management, is a skill you can learn. You’re not alone, and you’re more capable than you think.
Letting Go to Lead Better
As GPSA COO and Director Leonie Chamberlain puts it:
“Leadership isn’t about doing everything yourself—it’s about creating the conditions for others to succeed. When you step back and empower your team, you’re stepping up to what leadership really is.”
Rather than taking on every task, strong leaders invest in their people—equipping them to grow, contribute, and thrive.
Lessons in leadership from the top
Leadership in general practice takes many forms and that includes at the organisational level. Drawing on his experience across the not-for-profit sector, GPSA Interim CEO Bruce Argyle shares the principles that guide him, particularly during times of change. His leadership philosophy is grounded in a simple yet powerful acrostic: T.R.I.P.
-
Team - The team always comes first. Leadership is a collective journey.
-
Respect - The foundation of a strong culture and healthy relationships.
-
Inclusiveness - Making sure everyone feels heard and involved.
-
People First - Every decision should ultimately serve people because that’s what matters most.
In general practice supervision, leadership isn’t a title, it’s a way of being. Whether you’re managing a busy clinic, supporting a registrar, or leading a national organisation, the same principles apply; treat people well, empower them to succeed, communicate clearly, and lead with purpose.
Leadership doesn’t have to be loud. It has to be consistent, compassionate, and grounded in respect.
Insights from GP Supervisors
We asked two GP Supervisors who are GPSA Board Directors what leadership looks like in their own supervisory roles, offering insights shaped by the realities of frontline general practice.
Dr Candice Baker believes that leadership as a GP supervisor is multifaceted. It’s not just about clinical knowledge - it’s about setting the tone, fostering growth, and creating a safe and supportive environment for learning.
“It involves guiding others with constructive feedback, fostering open communication, and promoting psychological safety so that learners feel confident to ask questions and reflect on mistakes. I also see leadership as influencing the culture of the practice - encouraging teamwork, inclusivity, and a commitment to quality improvement. “ Dr Candice Baker
Dr Nick Tellis reflected that it would be wonderful to lead from a perpetual place of strength; to know everything, to have infinite resources, and to always have a clear and uncluttered mind. However, this is a fantasy. In the real world leaders must lead with incomplete information, many competing imperatives, and resources are almost always finite.
“So leaders must put their own oxygen mask on first and make sure they are physically and mentally able to commit to leadership. It is so much more sustainable to follow the great guidelines above if we are not hungry, angry, lonely, or tired. All leaders must be accountable - actions speak so much louder than words,” said Dr Nick Tellis.
“General Practice and General Practice Supervisors are under considerable duress at the moment - from without and within. We must remember that patients are best served in primary care by holistic longitudinal whole of life care from Specialist General Practitioners (see the recent PARIS study for even more evidence of this) and that these Specialist General Practitioners (GPs) are best taught and fostered by Specialist GP Supervisors.
“This gives clarity of mind and purpose as we remember these precepts and push back firmly against competing frameworks. We should have the courage of our convictions and call out nonsense, grift, and cruft for what it is. When we do this, and we are seen to do this, others will be able to follow - and we shall all advance together.”