Leadership and governance of the response to COVID-19 in the United Kingdom

The aim of this chapter is to analyse the response to COVID-19 in the United Kingdom (UK) from a leadership and governance perspective. While the main focus is on the NHS, the impact on social care, public health and other services is also considered. Based on an analysis of available evidence, the chapter argues that complex challenges like COVID-19 are best addressed through collective leadership and governance models that bring together different sources of expertise in a ‘team of teams’. At all levels of government, and in all public services, there should be greater recognition of the value of partnership working. Institutional and political weaknesses which make it difficult to predict and manage crises and tackle long-term problems must be addressed. A sustained investment is also needed in public services to build resilience to deal with future threats. Within the NHS, the pandemic demonstrated the benefits of national leadership combined with devolved decision-making, proportionate regulation, flexibility in using resources, and staff being supported to make improvements in care. Collaboration between healthcare providers and the use of mutual aid also proved beneficial. The aim should be to capitalise on these lessons as the NHS and its partners focus on recovery.