As the UK veterinary profession continues to face economic pressures and increasing regulatory scrutiny from the ongoing Competition and Markets Authority (CMA) review, new research from the Veterinary Management Group (VMG) reveals a significant leadership skills gap across the sector.
Findings from the VMG’s second annual State of UK Veterinary Leadership Report show that 92 percent of those newly promoted to leadership roles rate their own leadership skills as “basic”. Nearly half of all respondents (47 percent) described their competence as “intermediate”, with just 2 percent considering themselves “expert”.
The report, launched at VMG Congress 2025 on Thursday 24 April, raises fresh concerns about the preparedness of those tasked with steering veterinary teams through an increasingly complex and demanding landscape.
Key Findings:
- Leadership confidence increases with seniority: While 92 percent of new or aspiring leaders rated their leadership knowledge and skills as basic, just 4 percent of principal leaders and 6 percent of senior managers gave their skills this rating. Encouragingly, among this years’ respondents, 3 percent described their skills as expert, compared with just 1 percent in the first year.
- Gaps remain even among experienced leaders: Less than 30 percent of those self-identifying as having advanced or expert leadership skills demonstrated limited understanding in essential areas such as strategic planning and business development. And, while respondents overall appeared to have a good understanding of many of the sector’s regulatory and legal aspects, one third (33 percent) indicated that they had little or no understanding of the impact of the political, economic, social, technological, legal and environmental context in which their practice operated.
- Role-based differences in confidence: Practice managers were less likely to rate their leadership knowledge as basic (25 percent) compared to other roles (33 percent), while head/senior RVNs were more likely to do so (44 percent).
- Strong alignment with professional values: Over 80 percent of participants reported consistently demonstrating key professional behaviours, including a commitment to high standards and continuous improvement. The value least consistently expressed was “championing diversity”, although 82 percent still reported doing so “frequently” or “always”.
- Disparity between personal values and team leadership: Those with basic self-rated leadership skills were less likely to support or challenge others in developing leadership behaviours (61 percent vs 77 percent). However, Head/Senior RVNs were more likely than others to undertake CPD aligned with their leadership role (92 percent vs 83 percent).
- Strategic and innovation skills lacking Respondents showed markedly less confidence in strategic thinking, innovation and leading change with fewer than 50 percent claiming expertise in these areas. While recent assessment participants showed some improvement, these remain key areas for development.
The VMG’s State of UK Veterinary Leadership Report draws on data from the association’s Leadership Standards Framework (LSF) self-assessment tool, which enables veterinary professionals to benchmark their leadership capability across three domains: professional values, behaviours and practices, and knowledge and skills.
Rebecca Robinson MRCVS, incoming VMG president, said: “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.
“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.”
