Articles / Leadership HCPC: Standards and Requirements for Health and Care Professionals
Development, Training & CoachingExplore the HCPC leadership standards that govern health and care professionals in the UK. Understand standards 8.6-8.11, CPD requirements, clinical leadership frameworks, and career progression pathways for HCPC registrants.
Written by Laura Bouttell • Sun 4th January 2026
The Health and Care Professions Council has fundamentally reshaped how leadership is understood within the allied health professions. No longer the exclusive domain of senior managers or clinical directors, leadership is now recognised as a core competency that every HCPC registrant must demonstrate, regardless of their position within an organisation.
This shift represents more than regulatory housekeeping. It reflects a growing understanding that patient outcomes improve when healthcare professionals at all levels take ownership of quality improvement, advocate for best practice, and model the behaviours that define excellent care. For the 280,000 professionals registered with HCPC across 15 distinct professions, leadership has become an unavoidable professional obligation.
Understanding these requirements is essential for anyone seeking to maintain their registration, progress their career, or simply deliver the standard of care that patients deserve.
The Health and Care Professions Council serves as the statutory regulator for allied health professionals in the United Kingdom. Established under the Health Professions Order 2001 and operating independently of government and the professions it regulates, HCPC exists to protect the public through setting and maintaining standards of proficiency, conduct, and continuing professional development.
Unlike professional bodies that advocate for their members' interests, HCPC operates solely in the public interest. This distinction matters because it shapes the nature of leadership requirements: they exist not to enhance professional status, but to ensure that patients and service users receive safe, effective care from competent practitioners.
HCPC regulates a diverse range of health and care professions, each with profession-specific standards of proficiency alongside generic standards that apply universally:
| Profession | Protected Title | Approximate UK Registrants |
|---|---|---|
| Arts therapists | Art therapist, Music therapist, Dramatherapist | 5,000+ |
| Biomedical scientists | Biomedical scientist | 24,000+ |
| Chiropodists/Podiatrists | Chiropodist, Podiatrist | 13,000+ |
| Clinical scientists | Clinical scientist | 6,500+ |
| Dietitians | Dietitian | 10,000+ |
| Hearing aid dispensers | Hearing aid dispenser | 3,000+ |
| Occupational therapists | Occupational therapist | 42,000+ |
| Operating department practitioners | Operating department practitioner | 14,000+ |
| Orthoptists | Orthoptist | 1,500+ |
| Paramedics | Paramedic | 32,000+ |
| Physiotherapists | Physiotherapist | 60,000+ |
| Practitioner psychologists | Practitioner psychologist | 26,000+ |
| Prosthetists/Orthotists | Prosthetist, Orthotist | 1,200+ |
| Radiographers | Radiographer | 37,000+ |
| Speech and language therapists | Speech and language therapist | 18,000+ |
Each of these professions carries protected titles, meaning it is illegal to practise under that title without valid HCPC registration. This regulatory framework ensures that leadership standards carry genuine weight: failure to meet them can result in removal from the register and an end to one's career in that profession.
The revised Standards of Proficiency, which came into effect on 1 September 2023, introduced the most significant changes to leadership requirements in HCPC's history. Standards 8.6 through 8.11 now create a comprehensive framework for leadership competency that applies across all 15 regulated professions.
These standards form part of the broader requirement to "work appropriately with others" and represent a deliberate shift away from viewing leadership as something reserved for those in management positions.
| Standard | Requirement | Practical Implication |
|---|---|---|
| 8.6 | Understand the qualities, behaviours and benefits of leadership | Registrants must possess theoretical knowledge of what constitutes effective leadership |
| 8.7 | Recognise that leadership is a skill all professionals can demonstrate | Challenges hierarchical assumptions; leadership applies regardless of role or grade |
| 8.8 | Identify their own leadership qualities, behaviours and approaches, taking into account the importance of equality, diversity and inclusion | Requires self-reflection and commitment to inclusive practice |
| 8.9 | Demonstrate leadership behaviours appropriate to their practice | Active demonstration required, not merely theoretical understanding |
| 8.10 | Act as a role model for others | Behaviour must set standards for colleagues and students |
| 8.11 | Promote and engage in the learning of others | Obligation to contribute to colleague development and education |
The progression from understanding (8.6) through recognition (8.7) and self-identification (8.8) to active demonstration (8.9-8.11) reflects an intentional pedagogical approach. HCPC expects registrants to develop their leadership capacity progressively throughout their careers.
The HCPC has been explicit that leadership does not require a management title or supervisory responsibilities. As stated in their guidance: "Leadership is not just about the management or supervision of others, but is an attribute all registrants should demonstrate in their roles."
This might manifest as:
The common thread is professional agency: taking responsibility for outcomes beyond one's immediate clinical tasks and influencing others toward better practice.
Continuing Professional Development forms the mechanism through which HCPC expects registrants to maintain and develop their leadership capabilities over time. The five CPD standards create a framework that directly supports leadership development:
HCPC recognises that leadership development can take many forms. Acceptable CPD activities with a leadership focus might include:
| Activity Type | Leadership Development Focus |
|---|---|
| Formal courses | Management and leadership qualifications, NHS Leadership Academy programmes |
| Mentoring | Both receiving mentoring and providing it to others |
| Supervision | Clinical supervision, peer supervision, reflective practice groups |
| Project work | Leading quality improvement initiatives, service redesign projects |
| Teaching and training | Delivering education to colleagues, students, or other professions |
| Committee participation | Involvement in governance structures, professional networks |
| Reflective practice | Structured reflection on leadership challenges and successes |
| Shadowing | Observing senior leaders, cross-professional learning |
The requirement for a "mixture" of learning activities means that registrants cannot rely solely on attendance at leadership courses. HCPC expects to see evidence of practical application alongside theoretical learning.
During each registration renewal cycle, HCPC randomly selects 2.5 per cent of each profession for CPD audit. Those selected must submit a profile demonstrating how their CPD activities have:
For leadership development specifically, audited registrants should be prepared to demonstrate how they have maintained competence against standards 8.6-8.11 and how their leadership capabilities have evolved throughout the audit period.
While the generic leadership standards apply universally, their practical application varies considerably across the 15 regulated professions. Understanding profession-specific expectations helps registrants contextualise their leadership development.
Physiotherapists frequently work across organisational boundaries, leading rehabilitation pathways that span acute, community, and primary care settings. Leadership in this context often involves:
The Chartered Society of Physiotherapy works alongside HCPC requirements to promote leadership development, though the regulatory standards set the minimum threshold.
Occupational therapists' holistic approach to functional recovery creates natural leadership opportunities in care coordination. Key leadership contexts include:
Paramedics frequently operate as autonomous decision-makers in high-pressure environments where traditional hierarchies are absent. Leadership requirements manifest through:
Practitioner psychologists carry additional leadership standards reflecting their role in psychological formulation and therapy delivery. Standards 8.16 and 8.17 specifically require psychologists to:
This acknowledges the profession's significant role in workforce development and psychological thinking across health systems.
The Standards of Conduct, Performance and Ethics (SCPEs), revised with effect from 1 September 2024, complement the Standards of Proficiency by setting out the ethical framework within which leadership should be exercised.
| Standard Area | Leadership Relevance |
|---|---|
| Promote and protect the interests of service users | Leaders must prioritise patient welfare above professional or organisational interests |
| Communicate appropriately and effectively | Leadership communication must be clear, honest, and accessible |
| Work within the limits of knowledge and skills | Leaders must recognise their limitations and seek appropriate support |
| Delegate appropriately | Standard 4.2 specifically requires appropriate supervision of delegated work |
| Respect confidentiality | Leadership activities must maintain confidentiality obligations |
| Manage risk | Leaders must identify, assess, and mitigate risks appropriately |
| Report concerns about safety | Obligation to raise concerns through appropriate channels |
| Be honest and trustworthy | Leadership must be founded on integrity and transparency |
| Keep records of work | Leadership activities and decisions must be appropriately documented |
The 2024 revisions strengthened the emphasis on equality, diversity, and inclusion throughout these standards, aligning with the EDI focus in leadership standard 8.8.
Standard 4.2 of the revised SCPEs states: "You must continue to provide appropriate supervision and support to those you delegate work to."
This creates specific leadership obligations for registrants who supervise others, whether those others are students, support workers, or colleagues from other professions. Effective delegation requires:
The relationship between HCPC registration and career progression has strengthened considerably in recent years. Many NHS trusts now require HCPC registration for progression to senior bands, and consultant-level roles increasingly demand demonstrated leadership competency.
The NHS Knowledge and Skills Framework and profession-specific career pathways intersect with HCPC requirements in important ways:
| NHS Band | Typical Leadership Expectations | HCPC Standard Focus |
|---|---|---|
| 5 (Newly Qualified) | Beginning to demonstrate leadership in clinical practice | Standards 8.6-8.8 |
| 6 (Experienced) | Leading specific clinical areas, mentoring students | Standards 8.9-8.11 |
| 7 (Advanced) | Service development, supervision, clinical governance | Full standard range plus enhanced scope |
| 8a-8d (Senior/Consultant) | Strategic leadership, pathway design, professional leadership | All standards plus system leadership |
The NHS Leadership Academy's Healthcare Leadership Model provides a complementary framework that many HCPC registrants find useful for structured leadership development. Its nine dimensions offer a practical vocabulary for discussing leadership development:
While not an HCPC requirement, familiarity with this model demonstrates commitment to leadership development and provides evidence for CPD portfolios.
NHS England's guidance on Clinical and Care Professional Leadership within Integrated Care Systems has created new opportunities for HCPC registrants to contribute to system-level leadership. This represents a significant shift from viewing allied health professionals as service deliverers toward recognising their potential as strategic leaders.
As NHS England has stated: "Clinicians from all professional backgrounds have a lot to offer as senior leaders." This includes participation in ICB governance structures, clinical networks, and system transformation programmes.
Understanding how leadership failures can result in fitness to practise proceedings helps registrants appreciate the seriousness with which HCPC treats these standards.
HCPC's fitness to practise procedures may be engaged when leadership failings result in:
The grounds for impairment include misconduct, which HCPC defines as "behaviour that falls short of what can reasonably be expected of a professional."
Analysis of HCPC fitness to practise cases reveals common patterns where leadership failings feature:
| Failure Type | Leadership Dimension | Typical Consequence |
|---|---|---|
| Failure to escalate concerns | Standard 8.9 (demonstrating leadership behaviours) | Conditions of practice or suspension |
| Inadequate supervision | Standard 4.2 (delegation), Standards 8.10-8.11 | Conditions of practice |
| Failure to maintain boundaries | Standard 8.10 (role model) | Strike-off or suspension |
| Record-keeping failures | Standard 8.9, general professionalism | Conditions of practice |
| Scope of practice breaches | Standard 8.7-8.8 (self-awareness) | Conditions or suspension |
Academic research has highlighted tensions in how fitness to practise processes address systemic failures. Where organisational pressures contribute to individual failings, there is a risk that regulatory processes may focus on the individual while leaving systemic issues unaddressed.
HCPC's guidance to employers emphasises the importance of workplace cultures that support professionals to meet their standards. Poor workplace cultures, inadequate supervision, and unrealistic workloads can all contribute to individual failings. Registrants should document concerns about systemic issues that affect their ability to practise safely.
The HCPC leadership standards are six specific requirements (standards 8.6-8.11) within the Standards of Proficiency that came into effect on 1 September 2023. They require all HCPC registrants to understand leadership qualities and behaviours, recognise that leadership applies to all professionals regardless of role, identify their own leadership approaches with attention to equality and inclusion, demonstrate appropriate leadership behaviours, act as role models, and promote the learning of others. These standards apply universally across all 15 HCPC-regulated professions.
No, you do not need to hold a management position to meet HCPC leadership requirements. The HCPC explicitly states that "leadership is not just about the management or supervision of others, but is an attribute all registrants should demonstrate in their roles." Leadership at entry level might involve advocating for evidence-based practice, supporting colleagues' learning, or taking initiative to improve service quality. The standards recognise that leadership manifests differently across different roles and contexts.
Leadership can be demonstrated through various CPD activities including formal leadership courses and qualifications, mentoring relationships (both as mentor and mentee), involvement in quality improvement projects, teaching and supervision activities, participation in clinical governance and audit, reflective practice focused on leadership challenges, and committee or network involvement. HCPC requires a mixture of different learning activities, so combining practical leadership experience with structured reflection and formal learning provides the strongest evidence.
Failure to meet the Standards of Proficiency, including leadership standards, can affect your fitness to practise and potentially your registration. If concerns are raised about your practice that involve leadership failings, HCPC may investigate. Possible outcomes range from no action through conditions of practice to suspension or removal from the register, depending on the severity and circumstances. The standards apply to your scope of practice, so HCPC expects you to meet those standards relevant to your actual role and responsibilities.
HCPC leadership standards set the regulatory minimum that all registrants must meet to maintain their registration. NHS leadership frameworks, such as the Healthcare Leadership Model and Clinical Leadership Competency Framework, provide additional developmental tools that complement these requirements. While the NHS frameworks are not mandatory for HCPC registration, engaging with them demonstrates commitment to leadership development and can strengthen CPD portfolios. Many NHS trusts incorporate both frameworks into their development programmes.
Yes, while the core leadership standards (8.6-8.11) apply to all professions, some professions have additional standards that relate to leadership contexts. For example, practitioner psychologists have standards requiring them to plan, design and deliver teaching (8.16) and support others' learning in psychological skills (8.17). Each profession's Standards of Proficiency should be consulted for the complete requirements. The generic standards provide the foundation, with profession-specific standards adding requirements relevant to particular professional contexts.
HCPC conducts periodic reviews of its standards approximately every five years, though this can vary based on regulatory developments and stakeholder feedback. The current leadership standards came into effect on 1 September 2023 following extensive consultation. HCPC also maintains ongoing engagement with registrants, employers, and professional bodies to identify areas where standards may need updating. The Standards of Conduct, Performance and Ethics underwent revision in 2024, demonstrating the regulator's commitment to maintaining contemporary and relevant standards.
The HCPC's leadership standards represent a significant evolution in how allied health professionals are expected to contribute to healthcare delivery. By recognising that leadership is a universal competency rather than a positional privilege, these standards challenge every registrant to consider how they influence practice quality, support colleagues' development, and model professional excellence.
For the 280,000 professionals registered with HCPC, these requirements create both obligations and opportunities. Meeting the standards is a condition of maintaining registration, but doing so also opens pathways to greater professional influence, career advancement, and contribution to healthcare improvement.
The integration of leadership requirements with CPD, conduct standards, and fitness to practise processes creates a coherent regulatory framework that shapes professional development from qualification through to the most senior levels of practice. Understanding this framework empowers registrants to navigate their careers strategically while delivering the safe, effective, and patient-centred care that the public deserves.
Those who embrace these leadership expectations—developing self-awareness, demonstrating professional behaviours, and committing to the development of others—will find themselves well-positioned not only for regulatory compliance but for the meaningful professional contribution that attracted them to their chosen profession in the first place.