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The Royal College of Psychiatrists Improving the lives of people with mental illness

Leadership and Management Committee

The Leadership and Management Committee is made up of representatives from Faculties, Sections and Divisions and other constituencies in the College. Here we feature some of our members and why they think this work is important.

John TaylorJohn Taylor (represents the RCPsych in Scotland)

I am John Taylor and I’m the Associate Medical Director in Ayrshire & Arran Health Board and represent Scotland in my role as Chair of the Medical Managers Group of the RCPsych in Scotland.  This group meets three times a year with the Head of Reshaping Care and Mental Health & the Psychiatric Advisor from the Scottish Government and deals with both strategic and operational issues.  Membership is limited to those with a formal management role but this is broadly defined.  Interested trainees or consultants are welcome to attend and can arrange to shadow any member of the group (but please let us know in advance so we can arrange catering).   We are keen to support the leadership journey from medical school to medical directors and believe that all doctors have a leadership and management role.

Carol WilsonCarol Wilson (represents the Psychiatric Trainees Committee)

As a trainee, acquiring leadership and management skills is essential. Current practice and future challenges obligate us to have the ability to competently play our role in shaping, improving and sustaining high quality services. Psychiatric trainees have been and continue to be proactive in engaging with the College to improve and modernise our training to fit the needs of ourselves and, most importantly, our patients.


Dr Michael HobkirkMichael Hobkirk (Specialist Advisor Leadership Development)

There is robust evidence to suggest that excellence in leadership, at all stages of the medical career, is fundamental to the delivery of high quality mental healthcare. We work in uncertain and unpredictable times.  Effective medical leadership enables complex organisations, like the NHS, to respond to ever-changing challenges whilst preserving a congruent sense of organisational purpose.   

Successful leaders collaborate, encourage constructive criticism, foster trust and exploit opportunities for learning. They act with humility and celebrate diversity. Communities of leaders allow leadership to emerge from the 'middle-out' capitalising on the expertise of all.