De-humanising general practice leadership: shining a light on contemporary challenges

General practice is deeply personal work.It relies on building relationships with patients, colleagues, and communities, and on the skilled navigation of complexity, uncertainty, and trust. 1 Yet much of the current policy discourse focuses on workforce attrition and access metrics. 2,3In response to sustained pressure over the past decade including recent GP contract changes, many practices have adopted increasingly industrial strategies to survive: mergers into larger organisations, sale to commercial management companies, and rapid standardisation alongside technological expansion.