Briefly examines the role of the clinical director in the NHS. Utilizes the research of Gabarro on the process of “taking charge” in a new managerial role and applies this conceptual model to the experiences of clinical directors. Discusses the factors relevant to success in the process of “taking charge”, in particular the presence of prior experience relevant to the role and the ability to establish good relationships with peers, subordinates and/or bosses. Concludes that clinical directors should be given more help and support in the learning processes involved in taking on a new role. Utilizes data collected by interviews with a small sample of doctors involved in management.
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