CSU Leadership and Management Development Framework
The Charles Sturt University Leadership and Management Development Framework aims to support the University in achieving its strategic objectives by providing a range of learning opportunities and resources for current and future leaders. An identified path for career development, with a range of delivery options, is progressively being offered to support the needs of new and emerging leaders.
Objectives
The Leadership and Management Development Framework is intended to contribute to the improvement of the organisation's performance by:
- Identifying the essential qualities and accountabilities required of high performing leaders in a higher education environment
- Providing a range of development opportunities and resources to enable the University to build its leadership capability
- Embedding the leadership qualities and accountabilities into a range of University processes such as: selection and recruitment; targeted leadership development programs; formal performance management systems and reward systems; and workforce planning, including career development and succession planning
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Principles
The Leadership and Management Development Framework:
- Reflects the values that underpin the organisation (as stated in the University Strategy 2007 - 2011);
- Recognises leadership as a key driver in organisational performance;
- Recognises Academic Leadership as an essential component of leadership in a higher education institution;
- Includes opportunities for leaders to network and learn from each other;
- Focuses on simultaneously developing leaders in three areas: business knowledge; leadership skills; and self development and awareness; and
- Builds on existing CSU management tools (eg: Performance Management, Project Management).
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Leadership Expectations and Capabilities
The University expects its leaders and managers to be : Collaborative; Accountable; Responsible; Rigorous; Evaluative; Team focused.
The University expects its leaders and managers to be capable of: Articulating a vision; Building consensus; Engaging in critical scrutiny; Thinking about real quality; Maintaining commitment to their ongoing personal and professional development.
To support the development of its leaders and managers, the University's leadership development programs incorporate the transformational leadership behaviours and outcomes from the Full Range Leadership Model [Bass and Avolio, 1997].
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Leadership Cohorts
The following cohorts of leaders have been identified within the Leadership and Management Development Framework. Programs will be developed to meet the needs of each cohort:
- Senior Executive Committee
- Academic leaders (Deans, Professors, Heads of Schools. Associates Deans & Associate HoS)
- Senior management (Executive Levels 1- 5, HEW Level 10)
- Middle management (HEW levels 7-9)
- Women as leaders at CSU
- Emerging leaders (HEW Levels 5-6, Aspirant Heads of School)
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Reports and Evaluations
- Leadership and Management Progress Report - to 2005
- Leadership and Management Development Framework included in AUQA Good Practice Database - 2005
- Leadership and Management Development Framework receives AUQU commendation - 2004
- Leadership and Management Development Framework
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Leadership and Management Professional Development Activities
In keeping with its commitment to continuous professional development, the University offers leadership development at two levels. At its foundation level, the framework offers core knowledge and skills for leaders and managers at CSU, as well as timely support and developmental resources for newly appointed staff. At the enhancement level, it offers opportunities for further learning through discussion forums, cohort-specific programs, ongoing personal development opportunities, mentoring and career development activities.
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Foundation Level
| Resources |
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| Graduate Certificate in University Leadership and Management |
Leadership Development Committee for Heads of SchoolThe primary purposes of the meetings are to encourage Heads of Schools to raise matters on which they would like comment or advice from senior staff and identify professional development needs and opportunities,. In addition HoS can discuss planning for career development, including promotion and roles on completion of service as a Head of School. |
Executive Development ProgramExecutive Coaching and 360 Feedback has been progressively implemented for the CSU Senior Executive since 2006. The 360 Degree Feedback instrument used has been the Multifactor Leadership Questionnaire (MLQ360) and the Senior Executive have been supported to understand the results and then to construct Leadership Development Plans to respond to this feedback and enhance their leadership skills for improved University performance outcomes. Program Objectives
The program consists of:
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| Professional Enhancement Program for Senior and Executive Managers |
| Senior Leadership Forums |
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External Leadership Programs |
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Enhancement Level
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Mentoring @ CSU is a key developmental strategy within the University's Continual Professional Development Framework. It forms part of the University's commitment to the continual professional development of its staff. Mentoring is a relationship which gives people the opportunity to share their professional and personal skills and experiences, and to grow and develop in the process. Typically, it is a one-to-one relationship between a more experienced and a less experienced employee. It is based upon encouragement, constructive comments, openness, mutual trust, respect and a willingness to learn and share.
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