Overview

Master of Science (MSc) Healthcare Leadership

Organised and delivered by London Institute of Sustainable Development (LISD) in partnership with the Institute of Advanced Paramedical and Health Studies (IHEPS), Morocco and Imperial College Healthcare NHS Trust, United Kingdom with world-class expertise.

Duration: 12 Months
Credit Hours: 180
ECTS: 90
Level: HE7
Mode of Delivery: Hybrid (Online/Onsite at different locations across the world including Morocco, KSA and UK)

Overview

The Master of Science (MSc) Healthcare (MHL) at the London Institute of Sustainable Development (LISD) is a postgraduate programme designed to develop forward-thinking leaders capable of transforming healthcare systems for a sustainable future. Integrating the United Nations Sustainable Development Goals (SDGs) throughout the curriculum, the programme combines advanced academic study with a strong understanding of ethical governance, health equity and sustainable healthcare management.

Students gain expertise in strategic leadership, healthcare policy and evidence-based decision-making, with a strong emphasis on real-world challenges and innovation in healthcare delivery. Graduates are equipped to lead organisations and public institutions towards effective, ethical and resilient healthcare systems that balance performance, patient wellbeing and sustainability in a rapidly evolving global landscape.

A One of-a-Kind Initiative

At LISD, MHL offers a transformative learning experience that unites innovation, mentorship and global engagement. Unlike traditional postgraduate programmes, this course integrates sustainable healthcare management, strategic leadership and public policy into a cohesive and practical learning journey.

Aligned with the UN SDGs, the programme empowers students to address real-world healthcare challenges, from advancing health equity and digital innovation to improving system resilience and policy effectiveness.

Purpose-driven and globally focused, the MHL equips graduates with the vision, ethical insight and leadership skills to shape healthcare systems and policies that promote sustainable, equitable and high-quality health outcomes worldwide.

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Location

London Institute of Sustainable Development (LISD), London, United Kingdom

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Country/Regions

UK
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What will you learn

Learning Outcomes

Demonstrate an advanced understanding of global healthcare systems, leadership principles and sustainable management practices.
Apply strategic and evidence-based approaches to improve healthcare quality, efficiency and equity.
Lead with integrity and vision, promoting ethical governance, inclusivity and social responsibility within healthcare organisations.
Critically analyse complex healthcare challenges, integrating insights from policy, economics and technology.
Drive innovation and digital transformation to enhance patient outcomes and organisational performance.
Develop and implement effective strategies for sustainable healthcare delivery and system resilience.
Communicate and collaborate effectively across multidisciplinary and cross-cultural teams.
Demonstrate professional and personal leadership capabilities, including adaptability, emotional intelligence and a commitment to lifelong learning. Contribute to global health improvement, aligning leadership practice with the UN SDGs.

Learning Outcomes for Knowledge and Understanding

Demonstrate an advanced understanding of healthcare systems, leadership theories and sustainable healthcare management practices.
Analyse the relationships between health policy, governance, economics and population health outcomes.
Critically evaluate global health challenges and policy frameworks through the lenses of equity, ethics and sustainability.
Integrate principles of innovation, technology and data-driven healthcare transformation into strategic leadership practice.

Learning Outcomes for Cognitive, Intellectual or Thinking Skills

Critically evaluate healthcare strategies and policies using evidence-based reasoning and analytical methods.
Apply strategic and innovative thinking to design effective solutions for healthcare delivery and system improvement.
Synthesise multidisciplinary perspectives to inform ethical and sustainable decision-making.
Reflect critically on leadership practice to enhance personal effectiveness and organisational performance.

Learning Outcomes for Practical, Professional or Subject-specific Skills

Design and implement applied research or capstone projects addressing real-world healthcare leadership challenges.
Lead and manage change within healthcare organisations, promoting quality, safety and resilience.
Communicate complex ideas and data effectively to diverse professional, policy and community audiences.
Demonstrate advanced leadership, negotiation and stakeholder engagement skills within interdisciplinary healthcare contexts.

Learning Outcomes for Technical or Information Technology Skills

Apply digital health tools, data analytics and emerging technologies to support strategic decision-making.
Evaluate the impact of digital transformation and artificial intelligence on healthcare delivery and patient outcomes.
Manage digital collaboration and communication effectively in professional healthcare settings.

Learning Outcomes for Transferable, Key or Personal Skills

Communicate clearly, ethically and persuasively across clinical, managerial and policy environments.
Collaborate effectively in multidisciplinary teams, demonstrating inclusivity, empathy and cultural competence.
Demonstrate self-awareness, resilience and adaptability in leadership and organisational contexts.
Evidence a strong commitment to ethical governance, social responsibility and global health equity.

Programme Structure

The programme requires the successful completion of 180 credits at HE7, including a Capstone Project, for the award of the MSc Healthcare Leadership. It prepares professionals to lead effectively in today’s complex and evolving healthcare landscape, combining rigorous academic study with practical application, interdisciplinary learning, and a global perspective on sustainable health systems.

Component	Credit Hours
Module One: Global Health Challenges and Sustainable Healthcare Systems	30
Module Two: Digital Transformation and Innovation in Healthcare	30
Module Three: Core Domains in Healthcare Leadership and Management	30
Module Four: Advanced Healthcare Leadership and Strategic Practice	30
Capstone Project	60
Total Hours	180

Exit Points

The programme includes exit points, allowing students to leave with a recognised qualification based on the number of credits completed:

Credits Completed	Qualification Awarded	Duration
60	Postgraduate Certificate in Healthcare Leadership	3 months
120	Postgraduate Diploma in Healthcare Leadership	6 months

Exit points provide students with formal credentials even if they do not complete the full programme, recognising the learning achieved up to that stage.

Components of Modules

Module One

Global Health Challenges and Sustainable Healthcare Systems

Globalization, Development and Sustainability Transitions (Allam Ahmed)
Foundations of Sustainability and SD (Mohamed Hassan-Sayed)
Understanding the UN 2030 Agenda and SDGs Healthcare Alignment (Petru Dumitriu)
Overview of Global Healthcare Systems and Models
Major Health Challenges and Emerging Threats (pandemics, ageing populations, non-communicable diseases)
Health Inequalities and Social Determinants of Health
Principles of Sustainable Healthcare and Integrated Care
Ethical Frameworks in Global Healthcare Leadership
Policy-making and Governance in International Health Systems
Resilience and Crisis Management in Healthcare Organisations

Module Two

Digital Transformation and Innovation in Healthcare

Digitisation and Digital Transformation in Healthcare (Miryem Salah)
AI Transformation, Modernisation and Future Perspectives for Smart Healthcare (Miryem Salah)
AI for SD and SDGs Achievement (Dhiya Al-Jumeily)
Digital Health Technologies and eHealth Systems (Dhiya Al-Jumeily)
Health Data Management and Analytics
DS and ML in Healthcare: Predictive Modelling for Environmental Impact (Rawad Hammad)
Telemedicine, Remote Monitoring and Patient-Centred Digital Solutions
Innovation Management in Healthcare Organisations
Technology Adoption and Change Management (Allam Ahmed)
Cybersecurity, Data Privacy and Regulatory Compliance (Miryem Salah)
Evaluating Digital Interventions for Patient Outcomes and Efficiency
Healthcare Research and Development (Andrew Murray)

Module Three

Core Domains in Healthcare Leadership and Management

Leadership Theories and Styles in Healthcare
Strategic Planning and Organisational Development (Lynette Louw and Rocky Dwyer)
Financial Management and Resource Allocation in Healthcare Settings
Economics of Healthcare (Christian Ehiobuche)
Business of Healthcare Delivery (Christian Ehiobuche)
Human Resource Management and Workforce Planning
Quality Improvement, Performance Measurement and Patient Safety
Stakeholder Engagement and Interprofessional Collaboration (Philip Luce)
Clinical Governance, Procedures, Regulations and Ethical Decision-making
Communication, Negotiation and Influencing Skills
Operations Management and Sustainable Supply Chains Management (Christian Ehiobuche)
The Importance of Paramedical Professions in Healthcare (Nisrine Slitine)

Module Four

Advanced Healthcare Leadership and Strategic Practice

Leadership Challenges in the 21st Century and Transformative Leadership (Manuel Frutos-Perez)
Medical Decision-Making and Health Policy (Christian Ehiobuche)
Advanced Strategic Leadership and Systems Thinking
Leading complex change and organisational transformation
Policy Analysis and Evidence-based Decision-making
Global Health Policy and Comparative Healthcare Systems
Crisis leadership and risk management
Innovation, entrepreneurship and sustainable models in healthcare
Leadership ethics, diversity and inclusive practice (Manuel Frutos-Perez)
Evaluation and Monitoring of Healthcare Initiatives
Women in Healthcare Leadership and Inclusive Leadership Approaches (Claire Hook)
Learning Hubs for Continuous Professional Development

Module Five

Capstone Project/Dissertation (Muhammad Aziz Rahman, Allam Ahmed and Arshi Naim)

The Capstone Project for the MHL provides students with the opportunity to demonstrate applied knowledge, critical thinking and strategic insight within healthcare management, leadership and policy. It enables students to tackle real-world healthcare challenges, applying evidence-based approaches to drive sustainable improvements, innovation and resilience across health systems and organisations.

Key Stages of the Capstone Project:

Proposal Development – Formulate a clear, focused project proposal that defines objectives, scope, and relevance to healthcare leadership and sustainable development.
Literature Review – Critically evaluate existing research, policy and practice to establish the theoretical and practical context for the project.
Methodology Design – Develop an appropriate research or implementation methodology, including data collection methods, analytical tools and ethical considerations.
Data Collection & Analysis – Gather and analyse qualitative and/or quantitative data, ensuring rigour and relevance to the research objectives.
Findings and Discussion – Interpret results, drawing connections between evidence, theory and practical implications for healthcare leadership and policy.
Conclusions & Recommendations – Present clear conclusions and actionable recommendations for sustainable and ethical healthcare improvement.
Publication and Knowledge Dissemination – Optionally develop the project for potential publication or professional dissemination, contributing to wider knowledge in healthcare leadership.

Assessment

Assessment Strategy

The MHL employs a diverse and integrated assessment strategy to evaluate students’ knowledge, cognitive abilities, practical competencies and professional development. Assessment methods include:

Capstone Project: An independent project requiring students to integrate and apply knowledge, skills and competencies developed throughout the programme to address a real-world healthcare leadership challenge. This demonstrates critical thinking, research capability, problem-solving and professional communication.
Assignments: Written coursework, including essays and research reports, designed to assess critical analysis, application of theory and subject knowledge.
Discussion Forums: Online contributions and interactions used to evaluate engagement, reflective thinking and effective communication.
Online Quizzes: Short formative and summative assessments to test knowledge, understanding and the application of key concepts.
Presentations: Individual or group presentations to assess professional communication, problem-solving and transferable skills.

All assessments are conducted online and submitted through the official learning platform provided to students.

Assessment Policies

All assessments, including capstone Project, assignments, discussion forums, online quizzes, and presentations, are conducted in accordance with institutional policies, ensuring fairness, transparency, and academic integrity.
The programme uses a mix of formative and summative assessments to support learning, provide feedback, and allow opportunities for improvement.
Late submissions, plagiarism, and other forms of academic misconduct are managed through formal procedures and may affect progression or award classification.
Students are required to meet minimum performance standards across all modules and assessment types in order to achieve the overall qualification.

Grade Bands and Classifications

Final grades are awarded based on aggregated performance across assessments, using a percentage system at LISD

LISD Grading System

Classification	Percentage Range	UK Grade	GPA (approx.)	Description
First Class (1st)	70–100%	A	4.0	Excellent/Outstanding
Upper Second (2:1)	60–69%	B+/A–	3.3–3.7	Very Good
Lower Second (2:2)	50–59%	B/B–	2.7–3.0	Good
Third (3rd)	40–49%	C	2.0–2.3	Satisfactory
Fail	Below 40%	F	0.0–1.9	Fail/Unsatisfactory

Marks Distribution for the Course

Assessment Type	Weighting
Capstone Project	50%
Assignment	20%
Discussion Forum/Presentation	20%
Online Quiz	10%
Total	100%

Assessment Rubrics and Weightings

Capstone Project Assignment Rubric (50%)
Word Limit: 5,000 words ±10% (excluding references and appendices)

Criteria	Description
Understanding of Topic	Demonstrates comprehensive knowledge of the chosen topic, integrating healthcare leadership, sustainability, policy and management concepts.
Application to SDGs	Effectively applies relevant UN SDGs, demonstrating clear alignment with sustainable healthcare priorities.
Analysis and Critical Thinking	Provides in-depth analysis, critical evaluation and well-reasoned arguments to address a real-world healthcare leadership challenge.
Project Design and Methodology	Develops a clear and appropriate project plan, including research design, methods, tools and implementation strategy relevant to healthcare contexts.
Innovation and Problem-Solving	Demonstrates creativity and originality in proposing feasible, ethical and sustainable healthcare solutions.
Structure and Organisation	Well-structured, with clear abstract, introduction, literature review, methodology, findings, discussion, conclusion and references in Harvard style.
Use of Sources	Uses a wide range of relevant academic, clinical and professional sources accurately and consistently.
Academic Writing	Clear, coherent and professional use of English, with an appropriate academic tone and accurate referencing.
Presentation and Communication	Effectively communicates findings and recommendations in a clear and professional manner.

Publication Opportunity: Students who achieve a score of 70% or above in the Capstone Project may be offered the opportunity to work with the academic team to further develop their project for potential publication in a prestigious WASD journal, subject to meeting the required academic and editorial standards.

Assignment Rubric (20%)
Word Limit: 2,500 words ±10% (excluding references and appendices)

Criteria	Description
Understanding of Topic	Demonstrates clear knowledge of the subject and relevant healthcare leadership, sustainability and policy concepts.
Application to SDGs	Effectively links content to the UN SDGs and sustainable healthcare leadership.
Analysis and Critical Thinking	Shows logical analysis, evaluation and well-reasoned arguments.
Structure and Organisation	Well-structured, with clear abstract, introduction, materials and methods, results, analysis, conclusion and references in Harvard style.
Use of Sources	Uses appropriate academic, clinical and professional references accurately.
Academic Writing	Clear, accurate and professional use of English.

Discussion Forum/Presentation – 20%

Discussion Forum

Criteria	Description
Participation	Regular and timely contributions to discussions.
Relevance	Contributions are relevant to the topic, healthcare context and learning outcomes.
Engagement	Responds constructively to peers, demonstrating collaborative learning.
Critical Insight	Demonstrates thoughtful, analytical and reflective contributions.
Communication	Clear, respectful and professional written communication.

Presentation

Criteria	Description
Content Quality	Relevant, accurate and well-researched content within a healthcare leadership context.
Application to Practice	Effectively links theory to real-world healthcare challenges, SDGs and leadership practice.
Clarity and Structure	Logical flow with clearly communicated key points.
Delivery	Confident, clear and professional communication.
Visual Aids	Effective use of slides or supporting materials.

Online Quiz – 10%

Criteria	Description
Knowledge Recall	Demonstrates understanding of key healthcare leadership concepts.
Accuracy	Provides correct responses to questions.
Time Management	Completes the assessment within the allocated time.
Consistency	Maintains consistent performance across attempts.

Support for Student Learning

The programme provides comprehensive support to ensure a successful and engaging learning experience:

Academic Support – Online tutorials, workshops, and one-to-one guidance help students develop knowledge, research skills, and assessment strategies.
Technical Support – Access to the online learning platform, digital tools, and software enables effective study, data analysis, and assignment work.
Personal and Professional Development – Mentoring, career services, and skills workshops support leadership, employability, and professional growth.
Inclusive Learning Environment – Support is provided for diverse learning needs, including study skills, wellbeing, and accessibility accommodations.
Feedback and Continuous Improvement – Regular, constructive feedback on assignments, discussion contributions, quizzes, and presentations encourages reflective learning and academic progression.

Target Participants

The MHL is a postgraduate degree that provides a comprehensive understanding of healthcare leadership, management and policy. It equips professionals with strategic, operational and analytical expertise to make informed decisions and lead effectively within complex healthcare systems.

The MHL at LISD integrates the UN SDGs into a healthcare leadership context, emphasising ethical decision-making, responsible innovation and equitable health system development. Students explore areas such as sustainable healthcare management, health policy, digital transformation, quality improvement and global health governance. The curriculum is strongly aligned with the UN SDGs, preparing graduates to lead healthcare organisations and public institutions with purpose, resilience and a commitment to sustainable, high-quality care.

Facilitators

The programme will be facilitated by the best experts from all over the world to provide participants within the public and private sectors worldwide with the best scientific and management solutions to implement effective public policy in their organisations to achieve the United Nations 2030 Agenda and its 17 Sustainable Development Goals. The facilitators will be on hand to guide you through the material and will expect you to bring personal experience and reflection on the topics covered. Group work will also be required for participants to engage in the workshop. Such activity allows participants to embed the new knowledge within their experience through active discussion and challenge.

Dr Christian Ehiobuche (New Jersey - USA) is currently the Chair of Stockton University’s MBA in Healthcare Administration & Leadership program. With over 15 years of college-level teaching experience. He has published 8 books, over 50 peer-review journal publications, and multiple awards for excellence in teaching and scholarship As a consultant, Chris Ehiobuche has an outstanding record in corporate training, capacity building, and has delivered over 5000 hours of training workshops in over 30 different topics around the world.As an entrepreneur, he has co-founded 2 companies, and he saw one of them grow from New Jersey to the Caribbean, Central America, and West Africa. He seats on board for 2 major cooperation in US and Mexico. He is affiliated with over a dozen professional organizations and has won over 5 International Awards.

Professor Lynette Louw (Eastern Cape -South Africa) is the Raymond Ackerman Chair of Management and Deputy Dean, Faculty of Commerce at Rhodes University in Makhanda, South Africa. Her areas of speciality include Strategic Management, International Organisational Behaviour, Cross-cultural Management and SMEs/Entrepreneurship. She has taught and/or researched in the Netherlands, Germany, Uganda and China. Previously, Lynette was a member of the MBA Higher Education Quality Committee for the Council on Higher Education (CHE) in South Africa (2003 - 2004).

Professor Muhammad Aziz Rahman (Melbourne - Australia) is an experienced academic, a medical doctor and a public health professional. Following completion of medical graduation (MBBS), he completed his post-graduation in Public Health (MPH, PhD). Currently, he is working as the Associate Dean of Research at the Institute of Health and Wellbeing and the Professor of Public Health at Federation University Australia in Melbourne. Professor Rahman has been working in the areas of public health research and teaching for more than 20 years, both in Australian and international settings. He has an excellent track record of providing leadership in completing different research and community projects successfully, focusing on different aspects of public health, securing funding, producing high-quality research publications, supervising higher degree research students, assisting in capacity building and providing supportive supervision to the early/mid-career researchers and collaborating successfully with experienced researchers. Professor Rahman has published more than 200 research papers in multidisciplinary journals with more than 135,000 citations. Due to his extraordinary track record of research citations, he has been ranked amongst the world’s top 2% scientists for the last five years (2020-25), ranking done by Elsevier BV and Stanford University, USA. He has contributed to generating over $13 million in funding in his professional career. He has extensive international research collaborations with over 25 countries and has successfully led several multi-country research projects with significant outputs. Professor Rahman is also actively engaged with professional communities through different leadership roles. He is the Vice President at the Public Health Association of Australia (PHAA), the largest organisation for public health professionals in Australia.

Claire Hook (London - UK) Chief Operating Officer and Deputy Chief Executive, Imperial College Healthcare NHS Trust. Claire joined the Trust in 2013 as divisional director of operations for medicine and integrated care, before moving into the executive team as director of operational performance in January 2019. In July 2021, Claire was appointed chief operating officer, and in January 2024, she became deputy chief executive. Prior to this, Claire spent over 10 years working in senior roles in the NHS and the independent sector and has experience in both informatics and operational management. Claire obtained MSc in Health Economics, Policy and Management from the London School of Economics. In 2017 she won a leading and developing people award from the London Leadership Academy and was recognised as the Director of the Year for the third/public sector in the Institute of Directors London and South region awards in 2020. Claire also has several years of experience as a charity Trustee.

Professor Dhiya Al-Jumeily OBE (Liverpool - UK) has 30+ years experience in artificial intelligence and machine learning. In 2020, Prof Al-Jumeily was appointed by her majesty “THE QUEEN to the Most Excellent Order of the British Empire, “OBE- Ordinary Officers of the Civil Division of the said Most Excellent Order” for the “Services to Scientific Research”. Within healthcare field Prof Al-Jumeily developed SMART applications for disease diagnosis and management that are currently used by patients in the UK, UAE and Iraq. On the scientific community level, Prof Al-Jumeily established the eSystems Engineering Society (eSES) that has contributors from researchers and scientists at worldwide. The eSES activities include intelligent patient management system; datasets and databanks; DeSE annual and international conference; accredited professional courses; and the International Journal of Data Science and Advanced Analytics. On the research funding level, Prof Al-Jumeily attracted more than £7.5M of funding and published >350 publications.

Dr Nisrine Slitine (Marrakesh - Morocco) has always been attentive to the needs of the Moroccan society. As a doctor with a great entrepreneurial spirit, she quickly became aware of the importance of paramedical professions in the provision of health care at the national level, and the great deficit that the Kingdom knows in this matter. As a result, Dr Nisrine went into the business world, before supporting her doctoral thesis, and enrolled in the continuing education cycle of the Institut Supérieur de Commerce et d'Administration des Entreprises (ISCAE), a Business Management specialty, in order to equip itself with all the tools necessary to meet this crucial need that it has identified in the paramedic market.

Ambassador (Ret) Dr Petru Dumitriu (Geneve - Switzerland) is a Former Ambassador and Permanent Observer of the Council of Europe to the United Nations in Geneva. Currently Senior Fellow and Lecturer on Multilateral Diplomacy postgraduate courses, Diplo Foundation/University of Malta. Former member of the United Nations Joint Inspection Unit and Editor of numerous reports including: Strengthening the policy research uptake in service of the 2030 Agenda for SD, Role of PPPs in the Implementation of Agenda 2030, Knowledge Management in the UN System

Dr Emad AlJaaly (London - UK) is a distinguished consultant cardiac and minimally invasive surgeon based at Imperial College Healthcare NHS Trust, in the Hammersmith Hospital. With an impressive career spanning over two decades in the United Kingdom and more than a decade internationally, he stands out as a refined surgeon, a confident operator, and a pioneer in the field of cardiac surgery.He has a remarkable journey commenced with his graduation as the best-performing student in medical university, setting the stage for his pursuit of excellence. He honed his skills during years of basic surgical training across different countries. In 2010, he was promoted to a role of registrar in Cardiothoracic Surgery. His accomplishments reached new heights in 2014, when he secured the only prestigious Cardiothoracic Surgery Academic Clinical Fellowship (ACF) post part of the National Training Number (NTN) in the United Kingdom, demonstrating his exceptional talent.

Miryem Salah (London - UK) is the director for Digital, Data & AI Transformation, Managing Director for the MSP sales channel of Vodafone Business IT hubs at VodafoneThree.Having led on major transformation across IT, digital, data, analytics and AI globally in private, public sectors. Miryem operates at the intersection of strategy, execution, culture, and impact-the space where she has consistently delivered the greatest value. She brings end‑to‑end ownership: setting direction, aligning capital and talent, and taking full accountability for outcomes. Her experience spans sectors and geographies, with leadership across the full enterprise agenda. Miryem brings strong financial and commercial acumen, with deep expertise in capital allocation, business case development, operating model design, and benefits realisation. She has led complex, multinational organisations through change under pressure-modernising infrastructure, integrating cultures, and delivering measurable improvements in customer experience, efficiency, and profitability. Building high‑performing, inclusive leadership teams with clarity, pace, and accountability. She is deeply committed to sustainability, diversity, and developing future leaders. Miryem is known for authentic leadership, decisive action, and strong stakeholder engagement at the shareholder, board & investor level.

Dr Andrew Chukwuemeka (London - UK) is a Consultant Cardiothoracic Surgeon and Hospital Medical Director – Hammersmith Hospital, Imperial College Healthcare NHS Trust. He qualified from the University of London (St Thomas' Hospital Medical School) in 1992 and trained in London (Royal Brompton, Hammersmith, Guy's and St Thomas, King's College hospitals). He completed a fellowship at the University of Toronto prior to appointment as a consultant in 2006. His expertise includes surgery for ischaemic heart disease, aortic valve surgery (including TAVI and futureless AVR), surgery for thoracic aortic aneurysms.

Dr Mayada Abu Affan (UK) is the Interim Director of Public Health at Hammersmith and Fulham Council. She was the Former Director of Public Health and Wellbeing and Consultant in Public Health with Dudley Local Government leading on maternal and child health, reproductive health, healthy ageing and the lead for Public Heath training and workforce development. She graduated from Khartoum Medical School in the Sudan, completed foundation training and the MD in Obstetrics and Gynaecology in the Sudan. During her working in obstetrics and gynaecology she became convinced that a combination of population and clinical perspectives are the most powerful approaches to improving health and achieving a bigger impact on health and health service quality, as a resulted she entered the Public Health higher specialist training programme in Scotland and obtained the Certificate of Completion of Training (CCT) in 2006. Following the attainment of the membership of the Faculty of Sexual and Reproductive Healthcare in 2009, she became one of few people who are dually accredited in Public Health and Sexual and Reproductive Health in the UK. She also works as a community gynaecologist on part time bases and as an honorary lecturer at the University of Birmingham. She has worked in different systems and diverse settings in the England, Scotland, the Sudan and Uppsala in Sweden. This has given her the opportunity to experience the impact of culture, resources and political stability on population health. She is passionate about effective system leadership and its impact on developing health systems. In recognition of the importance of effective leadership in developing countries, she co-authored a leadership course for developing countries. The course focuses on System Leadership and addresses challenges facing effective leadership in developing countries such as resource constraints and lack of political engagement. She has been taking part in teaching this course, with colleagues in the Sudan, for the past five years.

Philip Luce (London - UK) Chief Executive Officer, Cromwell Hospital, Former Director of Bupa's Nationwide Network of Health and Dental Centres UK. Philip started his career at Cromwell Hospital in 2011 as the Cardiology & Medical Directorate Manager, before becoming Operations Director a couple of years later – heading up the refurbishment of all wards, and overseeing the clinical teams in the day to day running of the hospital. In 2015, Philip took on the role of Director of Bupa's nationwide network of Health and Dental Centres, during which time Bupa acquired the Oasis chain of dental centres, making it one of the biggest providers of dental services in the UK. His extensive career in private healthcare began as a Cardiac Physiologist before taking on the Cardiology Manager role at HCA, working across a number of hospitals including the Lister and London Bridge.

Dr Muna Abdel Aziz (Manchester - UK) is a Former Director of Public Health in the UK who now freelances as an Executive Coach and Mentor. She is a Fellow of the global Institute of Leadership, a Fellow of the Faculty of Public Health UK, and the International CPD Adviser for the Faculty. Muna continues to engage globally on initiatives that affect countries and regions with a special interest in maternal and child health, public health information systems, and mobile health. Re-elected by the UK Faculty of Public Health to the role of International CPD Adviser, and previously Training Programme Director for Public Health Specialty in Cheshire and Merseyside, Muna retains her passion for education and continuing professional development. She firmly believes that system leadership and multi-disciplinary working across sectors will be key to achieving the transformation needed to meet the sustainable development goals.

Professor Allam Ahmed (London - UK) is a Professor of Knowledge Management and Sustainable Development; Co-Founder of SMART KM MODEL: An Integrated Knowledge Management Framework for Organizational Excellence and led the implementation of the first of its kind in the Middle East and North Africa Knowledge Management Framework Musharaka. Founding President of WASD; SDGs Universities Initiative; Middle Eastern Knowledge Economy Institute; Fellow Faculty of Public Health, UK; Fellow Chartered Institute of Marketing, UK; and Fellow Academy of World Business, Marketing and Management Development, Australia. Prior to QMUL, Prof. Ahmed spent 15 years at the University of Sussex Science Policy Research Unit (1st science and policy think tank in the UK) where he established and led Sussex’s most successful postgraduate programme MSc International Management.

Professor Arshi Naim (London - UK) is recognised among the Top 2% Scientists globally by Stanford University and Elsevier, is a distinguished academic with over 23 years of experience in business management, digital marketing, higher education, quality assurance, and academic leadership. A prolific researcher, she has published 115+ Scopus-indexed papers in high impact journals and contributed to academic books with leading publishers such as Wiley, Springer, Elsevier, Emerald, Taylor & Francis, IGI Global, Nova Science, and Bentham Science.

Dr Andrew Murray (London - UK) is the Co-CEO & Co-Founder of Antelope Health which brings healthcare solutions to those who need them most. Andy earned his PhD from the University of Aberdeen and completed postdoctoral training at Columbia University. In 2016, he established his neuroscience lab at the Sainsbury Welcome Centre, UCL, and pioneered technologies at the intersection of neuroscience and biotechnology. As Founder and CEO of Sania Therapeutics, he led the company from inception to clinical development.

Contact Us

To register/enquire about this course and all our various comprehensive list of courses and workshops and if you have any question and/or if you would like to request a training workshop/program not listed in our portfolio please contact our Academic Director Professor Arshi Naim at: arshi@wasd.org.uk with a copy to admin@wasd.org.uk.

London Institute of Sustainable Development (LISD), London, United Kingdom

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Registration and Fees

Included in the course fee, the following learning materials will be provided:

Admission to all sessions.
All overhead slides (PDF).
Case studies (print and video).
Full access to WASD Sustainability Library including all volumes of World Sustainable Development Outlook book series.
Certificate of completion.

Gallery

01

The New Sustainability Edge

A landmark guide on how sustainability has shifted from an optional add-on to a core competitive strategy, helping businesses of every size drive lasting growth.

Philip Kotler & Khalid Hasan

02

Organization Diagnosis, Design, and Transformation

A practical guide built around the Baldrige Excellence Framework, helping organizations assess their current state, redesign structure, and lead successful transformation.

John Latham & John Vinyard

03

The 13 Key Performance Indicators for Highly Effective Teams

Identifies 13 measurable indicators that distinguish high-performing teams, giving managers a clear framework to diagnose team health and drive outstanding results.

Allam Ahmed, George Siantonas & Nicholas Siantonas

04

Smart KM Model

An integrated Knowledge Management framework guiding organizations to capture, share, and leverage knowledge for efficiency, innovation, and sustainable excellence.

Allam Ahmed & Mohamed Elhag

MSc Healthcare Leadership

Overview

Overview

A One of-a-Kind Initiative

Related Sustainable Development Goals

Related Courses

Location

Country/Regions

Social Networks

Related Sustainable Development Goals

Related Courses

What will you learn

Learning Outcomes

Learning Outcomes for Knowledge and Understanding

Learning Outcomes for Cognitive, Intellectual or Thinking Skills

Learning Outcomes for Practical, Professional or Subject-specific Skills

Learning Outcomes for Technical or Information Technology Skills

Learning Outcomes for Transferable, Key or Personal Skills

Programme Structure

Programme Structure

Module One

Module Two

Module Three

Module Four

Module Five

Assessment

Assessment Strategy

Assessment Policies

Grade Bands and Classifications

LISD Grading System

Marks Distribution for the Course

Assessment Rubrics and Weightings

Support for Student Learning

The programme provides comprehensive support to ensure a successful and engaging learning experience:

Target Participants

Facilitators

Contact Us

Registration and Fees

Gallery

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