Recently, I had the opportunity to take part in an unforgettable leadership development day delivered by Olivier Mythodrama for the Faculty of Medical Leadership and Management (FMLM).

This wasn’t your typical healthcare training session. It was immersive, unconventional, and deeply reflective — using Shakespeare’s Henry V as a mirror to explore our own leadership stories.

At first glance, it might seem odd to turn to a 16th-century play to better understand how to lead in modern healthcare. But through the lens of mythodrama — a powerful blend of theatre, psychology, and leadership theory — we discovered how timeless and relevant the challenges and triumphs of Henry V are to our own roles.

Archetypes in Leadership: Who Are You at Work?

One of the most powerful aspects of the session was exploring leadership archetypes — the instinctive roles we embody in different situations. These included the Sovereign, Explorer, Warrior, Transformer, Renegade, Storyteller, Dreamer, Lover, Nurturer, and Strategist.

We reflected on which of these archetypes we most naturally embody in our professional lives, which ones we rely on most often, and which are underused. As a pharmacist, I found myself resonating with the Strategist, constantly analysing, planning, and problem-solving for the safety and care of patients. As an individual leader I’m more of  Lover.  Yet the session helped me realise how activating the Dreamer, Storyteller, or even the Renegade could help me become a more visionary, empathetic, and innovative leader.

Each archetype holds unique gifts — and in a complex environment like healthcare, tapping into a broader spectrum of these roles could strengthen not only our own leadership but also the wellbeing of our teams and patients.

The Journey of Henry V: A Mirror to Our Own Leadership Paths

The day took us through the leadership journey of Henry V — from youthful uncertainty to visionary king. We examined pivotal moments from his story, such as:

• The Call to Imagination
• Assessing the Past
• Defining Purpose
• Visioning the Future
• Dealing with Betrayal
• Motivating and Inspiring the Team
• The Dark Night of the Soul
• And ultimately, Achieving the Vision
• Turning the Battlefield into a Garden

Each phase resonated with real moments in healthcare — whether it’s allocating resources under pressure, inspiring exhausted teams, or navigating personal doubts during times of crisis. Henry’s journey reminded us that leadership is not about perfection, but about courage, adaptability, and staying true to purpose, even in the face of adversity.

Reflections on Purpose and Leading with Humanity

What struck me most was the session’s invitation to reconnect with our sense of purpose ; something easily lost in the busyness and stress of daily practice. Drawing inspiration from William Van Dusen Wishard, George Bernard Shaw (Man and Superman), W.H. Murray (of the Scottish Himalayan Expedition), and Goethe, we explored the idea that commitment and imagination are essential to transforming vision into action.

As a pharmacist, this reflection felt deeply personal. Our work demands precision, clarity, and consistency; but it also demands heart. Reconnecting with that sense of purpose reminded me why I chose this profession in the first place: to care, to lead, and to serve.

Leadership as Responsibility, Not Rank

The day reinforced a core truth: leadership is not about titles; it’s about responsibility. Just as we hold responsibility for the safety and wellbeing of our patients, we also carry a responsibility to nurture our teams — their health, their growth, and their psychological safety.

This mythodrama experience made clear that to truly lead in healthcare, we must develop the capacity to switch between different leadership modes — strategic when needed, empathetic when it matters, bold when it counts, and visionary when others can’t yet see the path.

Final Thoughts: A Call to the Healthcare Leaders of Today

This wasn’t a day about clinical protocols or operational metrics — it was about leadership in its raw, human, and transformative form. It asked us to step back, look within, and reflect on who we are as leaders.

It reminded me that effective leadership — whether in pharmacy or any healthcare discipline — starts with self-awareness, grows through empathy, and blossoms through courage. If we can embrace that, like Henry V, we too can turn our own battlefields into gardens.

Author

Aliya Turk

Aliya serves as the Chief Pharmaceutical Officer’s Clinical Fellow at the UK Health Security Agency.  She advocates for public and global health initiatives and is committed to equity, access, and ethical leadership in healthcare. Her work centres on driving meaningful change for underserved communities through integrity, compassion, and strategic action.

Declaration of interests

I have read and understood the BMJ Group policy on declaration of interests and declare the following interests: none.