Capability - Courageous Leadership

The capability to respectfully have difficult conversations and maintain integrity, while influencing, accepting, and committing to change, taking measured risks, and leveraging diversity.

Examples of indicative behaviours across all levels of leadership:

Lead SelfLead Self

  • Consistently behaves in alignment with the university values with high self awareness taking responsibility for own behaviours
  • Constructively challenges peer behaviour that does not represent the university values or benefit collective purposes
  • Has courage to bring forward new ideas, expressing own opinion in a way that supports colleagues and the university values

Lead Others IconLead Others

  • Models the university values, and addresses behaviour that is inconsistent with these
  • Displays confidence in own judgement and courage to deal with difficult situations in teams without procrastinating
  • Enables a team culture of trying new ways of doing things, stepping out in risk and constructively challenging the status quo

Lead Other Leaders IconLead Other Leaders

  • Is courageous, fair and consistent in delegation of responsibility to staff
  • Promotes a no blame culture
  • Challenges accepted norms and incorporates inclusion practices into how business is done

Lead OrganisationLead the Organisation

  • Acts with moral courage to make difficult decisions, and explains impact of decisions on staff and students
  • Creates a climate which encourages and supports openness, persistence, and genuine debate around critical issues and difficult situations
  • Models the ability to evaluate circumstances and step into measured risk

Capability - Think Strategically & Set Direction

The capability to mindfully consider the long term objectives and goals of the university when making decisions,  taking a holistic view of the environment and clearly communicating present state, future direction and ambitions.

Examples of indicative behaviours across all levels of leadership:

Lead Self IconLead Self

  • Takes into account future aims and goals of the team and university when prioritising own work connecting how own role contributes to organisational success.
  • Take ownership and responsibility for own decisions consistent with legislation, precedent and established policies and procedures

Lead Others IconLead Others

  • Promotes and enables individuals alignment with the team purpose and direction
  • Collaboratively develops team plans that reflect the strategic direction of the university
  • Creates momentum and enthusiasm about what needs to be done
  • Autonomously manages competing priorities and acts to obtain desired outcomes
  • Makes and implements decisions when faced with differing stakeholder perspectives

Lead Other Leaders IconLead Other Leaders

  • Proactively translates how the strategic direction informs work priorities applying a systems thinking methodology
  • Uses information available to assess the consequences and impact of proposed strategies and decisions
  • Takes a holistic and long-term view by scanning the horizon and stimulating discussion about the future
  • Providing timely guidance to move new ideas forward

Lead OrganisationLead the Organisation

  • Articulates strategic direction and vision clearly, anticipating the shifting environment, emerging challenges, and opportunities
  • Takes into account the university's key internal and external stakeholders, and operating environment seeking opportunities for broad consultations and contributions in developing long-term strategy for the university.
  • Considers whole system and recognises complex links
  • Guides the university towards the accomplishment of strategic objectives