There is rising demand for general practitioners in the UK to fill leadership roles in clinical commissioning. Function can vary, from providing frontline insights, representing peers or patients, as well as adding credibility, or relationship-building for programme delivery. The term ‘clinical lead’ may, however, be misleading regarding responsibilities, which often lack the authority or strategic tenets defined in leadership. Much of the literature regarding medical managers focuses on single healthcare provider organisations that adopt shop-floor clinicians into a leadership structure. Population commissioning, however, demands additional technical skills in public health, statistical literacy, economics and even ethics, which, while learnable, are not innate to clinicians. Along with biases in the selection of leadership hierarchies, and limitations of traditional project management, further steps are necessary to nurture the competencies for coherent leadership that use implementation science and maximise opportunity for clinician-leaders to bridge the evidence-policy gap. Organisations need to learn to more effectively distribute authority across the political economy of healthcare to appropriate clinical-leaders in policy rather than continued concentrations of executive decision-making. This requires clinicians with the appropriate neutrality and minimum necessary competencies to be selected and developed for population commissioning.