Being a generous leader: a chief pharmacist’s reflection

After a long and fulfilling career, stepping away from my role as chief pharmacist at a combined acute and community services hospital in the heart of rural England has given me time to reflect on what truly made a difference. It wasn’t just about clinical knowledge or budget management; it was about leadership, and more specifically, generous leadership.

What is generous leadership?

Generosity as a leader isn’t about giving away money or a promotion. It’s a mindset that’s deeply embedded in how you interact with your team and the wider organisation. For me, it boiled down to a few key principles.

Generosity of time and attention

In a busy hospital trust, time is a scarce resource. As a leader, it’s easy to get caught up in meetings and paperwork. But the most valuable thing you can give your team is your time and undivided attention. This means not just hearing what they’re saying, but truly listening. It means stepping onto the wards, sitting with staff (at all levels) in the pharmacy, and understanding their challenges firsthand. When you’re present and engaged, your team feels seen and valued. This simple act builds trust and a sense of shared purpose.

Generosity of knowledge 

Pharmacy staff are experts in their field, and it’s our duty to share that expertise. I always made it a point to mentor junior staff, not just about technical skills but about navigating the complexities of healthcare. I encouraged a culture of continuous learning, where senior pharmacy staff were willing to teach, and junior staff felt comfortable asking questions. True knowledge transfer isn’t about hoarding information; it’s about empowering others to grow and excel.

Generosity of trust and autonomy 

Micromanagement suffocates talent and breeds resentment. A generous leader trusts their team to make good decisions. I learned to delegate not just tasks, but responsibility. By giving staff the autonomy to take ownership of their work, I saw a dramatic increase in their confidence and initiative. This approach also allows for more flexibility and a quicker response to patients’ needs and the needs of those we work closely with which is vital in our fast-paced environment.

Generosity of credit and recognition

Too often, leaders take credit for their team’s successes. A generous leader does the opposite. They are the first to publicly acknowledge their team’s hard work and achievements. Celebrating small wins and highlighting individual contributions builds morale and reinforces a positive work culture. It sends a clear message: “We’re in this together, and your efforts are recognised and appreciated.”

Why does it matter in healthcare?

In a rural setting and a relatively small trust, our teams often work with limited resources and face unique challenges, such as covering multiple sites and serving a dispersed population. Generous leadership is especially critical here. It fosters resilience, collaboration, and innovation.

The lasting impact

As I look back on my career, I’m proud of the advancements we made in patient care, but I’m even prouder of the team we built. They are a group of dedicated, skilled, and compassionate professionals. I’d like to think that the culture of generosity we nurtured played a part in their success and, by extension, the well-being of our community.

For me to reflect on my time, I have been fortunate to work under and with many generous leaders and I sincerely hope those who have worked with and for me have benefited from my experience. My hope is that this mindset of generous leadership continues to flourish. It’s not just a nice-to-have; it’s a necessity for creating a sustainable, effective, and fulfilling workplace in healthcare. What does generous leadership mean to you?

Tony McConkey, chief pharmacist, Wye Valley NHS Trust (2004–2025)