Leadership and management series: Part 3 – pragmatic leadership in teams and groups

by Dr Prasanna N. de Silva and Dr Michael Hobkirk


Published: January 2016


This module is the third in a series and relevant to all consultant psychiatrists including those in formal positions of leadership, management and education (e.g. clinical directors, college tutors or mentors).  


Working as a member of established teams and ad hoc working groups is a core aspect of the role of a consultant psychiatrist. Unfortunately, the majority of texts on team leadership comprise a brief synopsis of commonly referenced and older models of team leadership (e.g. Belbin, 1981, Tuckman, 1965 and De Bono, 1985) without exploring their application in real-world mental healthcare settings (see Jenkinson et al, 2013). While summaries of classic models of team leadership have value, a high degree of intertextuality and limited depth of discussion can restrict reflection on progressive ways of working. This module seeks to redress these limitations.


In this module, we will:


  • describe shared leadership, engaging leadership and values-based leadership


  • identify three important biases in a team or group setting and approaches to address these


  • work through three case studies.


Start the module


This is the third of a series of modules covering the key concepts of leadership and management. See also: Part 1 – an introduction to leadership and management for psychiatrists and Part 2 – time management for psychiatrists.


You may also wish to refer to the Leadership and Management pages on the Royal College of Psychiatrists' website for further information.



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