The main interest of the health care organization is to provide health care services to the regional community. The National Health Service (NHS), UK is involved in technical support and capacity building for strengthening public health systems. Leadership is a process of social influence, which maximizes the efforts of others, to coordinate the achievement of a goal. In recent history, the concept of leadership has been more and more essential within organisations and professions, including in healthcare. Leadership is equally important within the health care provider network of peers. Within the group, individuals can serve as leaders through their commitment to professional and ethical behavior. This leadership is valuable within a single health care organization, regionally among professional peers, and even nationally, because they have the opportunity to share their work. When exploring leadership styles, it is important to carefully differentiate between the terms leading and managing. Managers administer, maintain, control and initiate while leaders innovate, develop, and inspire challenges and focuses on long-term vision. Research on leadership in healthcare is incomplete. In a review by Alimo-Metcalfe, only 4.4% of all articles written on healthcare and business leadership were data based. 1 These articles suggested increase in efficiency of organisations with effective leadership. In this era of re-organisation, engaging leadership enables organisations to cope with change and proactively shape their future. Around the world, every healthcare system is struggling as costs have risen consistently with expenditure on healthcare in the UK, reaching £136.4 billion in 2009. 2 Market and social forces will push the NHS into providing more coordinated and cost efficient care; Orthopaedic leaders are needed in order to streamline the various elements of the healthcare environment. Clinicians have been trained to be independent thinkers, skeptical scientists and self-reliant professionals who can draw on inner strength in times of emergency. 3 This may restrict the ability of Orthopaedic surgeons to lead and who have rarely undergone explicit training in the techniques of management. Performance aspects such as decision-making, leadership and team working have been developed in an informal and tacit manner. 4 The Specialist Advisory Committee (SAC) in Trauma and Orthopaedic Surgery has defined the standard, which a surgeon would be assessed as having completed his training and the surgeon will need to have some form of leadership training. Surgical teams require leaders who understand the needs of patients and will inspire and manage the team to deliver those needs. In the NHS, five domains are described in clinical leadership which personal qualities, working with others, managing services, improving services and setting direction which the clinicians need to improve the quality and safety of health and care services. Importance of clinical leadership: In healthcare organizations, frontline professional staff possesses a Journal of the College of Physicians and Surgeons Pakistan 2015, Vol. 25 (7): 531-533 531 VIEWPOINT Orthopaedic Surgeons as Clinical Leaders in the National Health Service, United Kingdom (NHS UK): Can the World Learn From Us? Mustafa Javed 1 , Elizabeth Moulder 2 and Amr Mohsen 3 ABSTRACT This article outlines some of the key concepts in leadership (both styles and theories) to provide a platform for further learning and to help the modern day orthopaedic surgeons to apply these concepts to their current practice. It is focused on two major aspects: management of medical organizations and effective twenty-first century care by surgeons through proper leadership guide and aimed in improving patient care outcomes. Practicing proper leadership skills based on evidence resulted in effective management of organization. Thus achieving patient’s satisfaction. Key Words: Leadership skills. Healthcare professionals. Orthopaedic surgeons. 1 Department of Orthopaedics, Hull Royal Infirmary, Kingston- Upon-Hull, UK; Keele Management School, University of Keele, UK. 2 Department of Trauma and Orthopaedics, Hull Royal Infirmary, Kingston-Upon-Hull, UK, 3 Departments of Surgical and Allied Services, and Orthopaedics, Hull Royal Infirmary, Kingston-Upon-Hull, UK, Correspondence: Dr. Mustafa Javed, Department of Orthopaedics, Hull Royal Infirmary, Anlaby Rd, Kingston-Upon-Hull, HU3 2JZ, UK. E-mail: mustafajaved@hotmail.com Received: January 12, 2015; Accepted: June 15, 2015