The latest State of UK Veterinary Leadership Report, published by the Veterinary Management Group (VMG) in conjunction with VMG Congress 2025, has highlighted a significant gap in leadership confidence and capability within the profession.
A standout finding from this year’s data is that 92% of those newly promoted to leadership positions rated their own leadership skills as “basic”, with just 2% of all respondents considering themselves “expert” level.
“This year’s report again highlights the urgent need to equip both current and future leaders with the skills and support they need to thrive. While there are encouraging signs of progress, we must act with greater urgency as a profession to embed leadership development at every level – especially for those stepping into leadership roles for the first time.” – Rebecca Robinson MRCVS, Incoming VMG President
Report Methodology
The findings are based on self-assessments submitted via VMG’s Leadership Standards Framework, a tool designed to benchmark individuals across three domains: professional values, behaviours, and knowledge/skills.
Findings
“Leadership confidence increases with seniority”
Only a small proportion of principal (4%) and senior (6%) leaders rated their skills as basic, compared to the 92% of newly appointed leaders. Encouragingly, 3% of senior respondents described themselves as expert, a 2% increase from last year’s report.
In a guest blog by Vicki Black on Seven Reflections on Leadership in a Veterinary Career, she states that she struggled with Imposter Syndrome, but she has now “learnt to acknowledge the discomfort of recognising that something wasn’t great”. Vicki also prescribes “Dare to Lead” by Brené Brown. Learn more about reflecting on leadership within industry.
“Gaps remain even among experienced leaders”
Of those who labelled “advanced” or “expert”, fewer than 30% demonstrated strong capabilities in key areas such as strategic planning and business development. While many showed a sound understanding of legal and regulatory frameworks, 33% reported limited awareness of broader PESTLE (political, economic, social, technological, legal, and environmental) factors affecting their practice.
XLVets authored an article within Inspired Vet on Leading in a Customer-Orientated Business. Kerrie Hedley and Susan Goodfellow declare importance on understanding the latest trends in customer service expectations such as Technology and Sustainability in order to lead accordingly. Learn why understanding the climate of the industry is important.
“Role-based differences in confidence”
Head or Senior Registered Veterinary Nurses (RVNs) were more likely to rate their leadership knowledge as basic (44%), compared to Practice Managers (25%).
One factor that could potentially affect confidence is the “Imposter Syndrome”. Karen, head veterinary nurse and practice manager, states “Early on in my career, I worked in a small nursing team and felt confident in my role.” then after her promotions “I had this nervous feeling in the pit in my stomach and felt that everyone would be thinking, ‘she doesn’t know what she’s talking about’.” Learn how to break the cycle.
“Strong alignment with professional values”
One positive takeaway is that over 80% of respondents consistently demonstrated professional behaviours aligned with core veterinary values. However, the value least consistently demonstrated was championing diversity, indicating a continued area for growth.
29% of respondents to The Voice of the Veterinary Profession Survey 2021 reported experiencing discrimination. Championing diversity is a key leadership skill that increases staff wellbeing and there’s many ways you can do it. In an Inspired Vet article from Tshidi Gardiner, on behalf of Affinity Futures, she explains how discrimination can be tackled through allyship. Learn how to be an ally.
“Disparity between personal values and team leadership”
Head/Senior RVNs were more likely than other groups to actively pursue CPD relevant to their leadership responsibilities. However, those who considered their skills basic were significantly less likely to engage in supporting or challenging others to develop leadership behaviours.
Aiding the upskill of others is a large component of leadership and key to the future of the profession. Mandisa Greene, Medical Director at Vets Now and former RCVS President, describes what her vision of healthy future leadership would look like in the profession. Mandisa is renowned for her work on diversity/championing vets, and she states, “Healthy leadership for me is people who have reached the stage where they have something to give back.” Learn more about Mandisa’s views on leadership.
“Strategic and innovation skills lacking”
The data suggests that strategic and innovation-focused skills are underdeveloped across the board. Fewer than 50% of participants claimed confidence in strategic thinking, innovation, or leading change.
Dr Jenny Guyat BVetMed MRCVS shares practical ways to drive cultural change in the workplace. From identifying what truly needs to shift, to backing your ideas with evidence and proposing pilot trials to gather data, her approach blends strategy with empathy. As she explains, successful innovation often hinges on preparation and using data can be a powerful way to help others see and support your vision. Explore Dr Guyat’s tips for leading change and inspiring innovation.
Rebecca Robinson MRCVS, incoming VMG President summarises some of the findings from the report.
“Strong strategic capabilities are essential to navigate the challenges ahead. The tools and training are already available, and many are experiencing the benefits of recognised leadership and management qualifications, such as the VMG’s suite of ILM-accredited programmes. In addition, a wide range of CPD opportunities are offered through veterinary associations and events such as VMG Congress.
“We encourage all members of the veterinary team to invest in developing their communication and influencing skills well before they take on leadership roles. Gaining experience in these areas early on will better prepare them for the demands of leadership and empower them to take charge of their career journeys.
“We also call on employers to make leadership development a priority. It’s the game-changer we need to create a more sustainable, effective, and rewarding future for everyone working in the veterinary sector.”
Do you want to know more about leadership? Take a look at some of our resources:
Leading in a Customer-Orientated Business – XLVets
Are women naturally better leaders? – Debbie Robinson
Compassionate Leadership – Helping Veterinary Teams to Thrive
Colour personality profiling as a leadership tool – Jo Woods
Can anyone hear me? How different styles of listening are integral to good leadership
What’s in a name: the different styles of leadership
Veterinary management or Leadership: what’s the difference and why does it matter?
How can we make a difference in promoting healthy leadership in the profession?
Thriving in leadership: doing the right thing when you’re in charge
Taking your first steps into leadership – what you need to know