Leadership and Management Capability Framework This policy is important to: At VU it is recognised that leadership can be exercised regardless of position, but this Framework particularly applies to those who: occupy a management position at any level; have been appointed to educational leadership roles in Vocational Education, Further Education and Higher Education; operate in professional or technical leadership contexts; play significant roles in research and engagement activities; are identified as a next generation VU leader; exercise leadership informally in the performance of their work, and; wish to develop their professional skills and capabilities in leadership and management. POLICY NUMBER: POH120123001 DATE APPROVED: 14 December 2009 POLICY CATEGORY: POLICY OWNER: POLICY ADVISOR: People and Culture Vice President, People and Culture General Manager, People and Organisational Development 1. CONTEXT This policy gives effect to Victoria University s (VU) commitment to the development of leadership and management capability through the implementation and use of the Leadership and Management Capability Framework (LMCF). The LMCF outlines VU s shared understanding of the critical success factors that drive high performance leadership at VU. It is a key resource to guide leadership and management development and practice at VU. The LMCF was developed to fulfill Strategy 2.7 in Making VU 2016: A Statement of Purpose which is to: define and embed educational and management and leadership capabilities at all levels in the University. The LMCF was approved by the Vice-Chancellor in 2008. It is part of the VU Leadership and Management Development Strategy 2008 2010. Victoria University s LMCF applies to all staff appointed to formal leadership and management roles. It also applies to those who exercise leadership more informally, or where leadership is required for specific activities (such as teachers in the classroom, or leading a change in practice in the workplace). Staff who 1 Version 0.1
wish to develop their professional skills and capabilities in leadership and management should also use the LMCF. Staff occupying formal leadership and management roles have a more explicit responsibility to role model good practice and exercise leadership in a way that: is consistent with VU values; upholds high standards of ethics and integrity, and; exemplifies the leadership and management capabilities outlined in the VU LMCF. 2. DEFINITIONS Leadership the LMCF sets out five (5) domains of leadership, supported by 23 leadership capabilities that describe exemplary leadership practice at VU. Leadership and management are complementary, but not mutually exclusive. Leadership is more about being: focused on innovation and planning; with a greater emphasis on creating vision and strategy; reliant on bringing others along; future focused; challenging of the status quo; engaged with transformational change, and; dependant on personal insight.. Management the LMCF includes a suite of five (5) areas of management, supported by 27 professional and management competencies. Management and leadership are complementary, but not mutually exclusive. Management has more of a focus on: implementation, administration and governance; creating systems and processes and aligning resources to strategy; positional authority; being engaged in the present; stability and clarity; continuous improvement, and; technical and professional knowledge. Capability an ability that has the potential for development or use. Capabilities are different to competencies because they are about: the ability to figure out when to deploy skills or competencies; a capacity to refine, update and develop skills or competencies; the ability to learn; creativity; the ability to deliver new approaches in complex uncertain situations; a focus on the future, and; working productively with instability and change. Competency the quality or state of being intellectually, legally or skillfully competent. Competencies are different to capabilities because they are about: relevant skills and knowledge that are delivered to a set standard in a specific context; the ability to perform specific tasks in relatively predictable situations; the ability to deliver outcomes on set tasks; a focus on the present, and; working productively and efficiently in situations that are stable. 2 Version 0.1
3. STATEMENT OF POLICY Victoria University will implement the LMCF to ensure leadership and management is practised in a way that is consistent with VU values and supports the achievement of Making VU 2016: A Statement of Purpose. The LMCF is VU s shared understanding of the critical success factors that drive high performance leadership. The LMCF is a guide for VU s designated and prospective leaders and managers, and can also be used by those who exercise leadership more informally in the performance of their roles and work at VU. The LMCF is made up of: Leadership capabilities - these are not about minimum thresholds for performance, but about high achievement and success. Professional and management competencies - these highlight the standards required for staff appointed to management roles or who are required to undertake management responsibilities. All leaders/managers of the University have a responsibility to role model good practice and exercise leadership in a way that is consistent with VU values, upholds high standards of ethics and integrity and exemplifies the leadership and management capabilities outlined in this framework. They are responsible for engaging in a process of on-going professional development to continuously learn about their own practice and build their leadership capabilities and management competencies. It is recognised that leadership is situational, therefore all the leadership capabilities and management competencies do not need to be exercised in all situations. An assessment of the task, people involved, outcome and other contextual factors will determine the type of leadership capabilities and management competencies required for the circumstances. The LMCF provides a portfolio of capabilities and competencies that are general enough to apply to most situations, but act as a catalogue of behaviours to draw on, rather than a prescription for all situations. 3.1 The VU Leadership and Management Capability Framework The full details of the LMCF can be found at: http://intranet.vu.edu.au/hr/documents/leadershipdevelopment/lmcfbooklet.pdf A summary of the Leadership Capabilities and Professional and Management Competencies is outlined in the two tables below. 3 Version 0.1
3.1.1 Leadership Capabilities Domain Co-creates the future Is a credible advocate Aligns and mobilises people Achieves results by realising potential Earns credibility and respect Intent For the benefit of our local and international students, our staff, the local and global enterprises and communities with whom we interact, and the governments and public to whom we are accountable For VU s social inclusion agenda to serve diverse communities in the west of Melbourne and beyond and broaden their life and employment options To harness the commitment of VU s staff to its mission and, work collaboratively to develop the capabilities of individuals, enterprises and communities to build sustainable futures Supporting staff, students, enterprises and communities to develop and grow, take the initiative and risks necessary to move the University forward in its mission to transform lives By embodying University values and, in particular, acting with integrity, respect and transparency in personal, collaborative and institutional action Focus External environment VU community Team culture Individual development Self in relation to others Capabilities Champions a shared vision Harnesses opportunities Fosters innovation and creativity Navigates organisational and political systems Gets the right people on board Makes sense of ambiguity Embraces the diversity and dynamism of VU s communities Advocates at multiple levels Enables others to find their voice Adopts an honest and compassionate approach Builds a trusting, respectful environment Promotes teamwork and collaboration Catalyses commitment Empowers others Coaches others to develop capabilities and realise potential Recognises and celebrates achievement Exercises reflective practice Upholds high standards of ethics and integrity Displays humility Maintains perspective and optimism Faces up to issues Demonstrates fierce resolve and perseverance Stays calm under pressure 4 Version 0.1
3.1.2 Professional and Management Competencies Area Engages in strategic management Builds a sustainable resource base Cultivates relationships Focuses on achievement Is a skilful communicator Competencies Understands and manages risk Maintain professional development Supports and contributes to University governance and systems Demonstrates business acumen Is student and stakeholder focussed Networks and operates seamlessly across sectors Sets targets and links long range visions to operational work Acts for sustainability Focuses on continuous improvement Manages targets and budgets Listens actively and attentively Fosters relationships for mutual benefit Appreciates and acknowledges effort Uses authority appropriately and equitably Provides, seeks and acts upon constructive feedback Readily resolves conflict Adapts behaviours according to linguistic and cultural needs Actively solves problems Organises people, resources and projects around priorities Successfully manages change processes and outcomes Effectively manages projects, priorities and commitments Uses technology proficiently Translates messages for the team Effectively chairs meetings and committees Is a practices and skilful presenter Writes documents with skill and purpose Skilfully manages information 3.2 Accountabilities The following staff have responsibility for the implementation of the LMCF: 3.2.1 All leaders/managers of the University will use the LMCF to: reflect on, and develop their leadership practice; identify the capabilities required for the achievement of leadership challenges at individual, group and school/unit/department levels; determine appropriate development strategies for themselves and their staff including workplacebased learning; acknowledge and celebrate strengths and achievements in leadership practice; enrich formal and informal conversations around performance and development; guide the development of recruitment, performance and retention activities including selection and probation criteria, succession and workforce planning, and; evaluate the readiness of staff for leadership and management roles and responsibilities. 5 Version 0.1
Furthermore, all leaders/managers are responsible for supporting the development of leadership capability in others through: workplace-based development activities; coaching and mentoring; performance supervision and feedback; supporting career development like secondments, side-ways job moves, promotion and reclassification; reward and recognition programs; supporting staff to apply for grants, scholarships, formal and informal development programs, and; encouraging staff to be involved in work or projects such as committees and working groups, outside their immediate work area. Leaders and managers are also responsible for exercising fair, equitable and transparent practice when allocating resources for the professional development of staff. 3.2.2 Employees are encouraged to develop their career resilience, and build their capabilities, through experience, self-education, formal education and any other relevant means of growing the depth and breadth of their skills, knowledge and abilities. Employees are encouraged to develop their leadership capabilities, and professional and management competencies, in order to expand their options for job and career movement and satisfaction. When exercising leadership in the performance of their role or work at VU, employees are responsible for modelling good practice and exercising leadership in a way that is consistent with VU values, upholds high standards of ethics and integrity and exemplifies the leadership and management capabilities outlined in the LMCF. 3.2.3 People and Culture is responsible for developing, maintaining and reviewing the LMCF, its associated resources, programs, procedures and policy including: the refinement and development of current and new leadership development programs, ensuring all programs are consistent with the LMCF; the development of tools and resources to support workplace-based learning for leadership and management development; the development of training, tools and resources to support the identification of the next generation of VU leaders; embedding the LMCF into related People and Culture, learning and development and educational policies and practices; evaluating the effectiveness of the LMCF and continuously improving the model to suit emerging needs. 4. PROCEDURES 4.1 Appointed leaders will use the LMCF to reflect on their practice. Guides and resources to support this are provided on the Leadership and Management Web Portal including information on the highly effective and less effective behaviours for each of the leadership capabilities and professional and management competencies. 4.2 The approach used to support the development of each staff member s leadership and management capabilities will vary dependent on the requirements of their current role, and potential future roles or leadership activities. 4.3 All staff appointed to leadership and management roles will receive information on the LMCF and will discuss this with their manager during their probation period in relation to how it applies to their role. New staff may have probation criteria that includes the exercise, or development of, leadership capabilities and/or professional and management competencies. 6 Version 0.1
4.4 It is the responsibility of all appointed leaders to develop leadership and management capabilities in their staff. This includes using the Staff Performance and Development Planning system and other informal mechanisms to work with their staff to determine development strategies and implementation plans. 4.5 Whilst VU offers several in-house leadership development programs, it is recommended that staff develop their capabilities through the normal course of their work. Information on ways to develop leadership and management capabilities will be provided through the VU Leadership and Management Web Portal. This includes workplace-based developmental activities. 4.6 The LMCF can be used to identify the capabilities required for the achievement of leadership challenges at individual, group and school/faculty/department levels. 4.7 Staff exercising good practice, either in formal leadership and management roles, or informally, should be acknowledged for their leadership and management accomplishments. The celebration of strengths and achievements in leadership practice is the responsibility of all supervisors, managers and leaders. 4.8 The LMCF can be used in performance conversations to support better practice, to develop practice, and to acknowledge good practice. The Staff Performance and Development Planning system should be used to record any formal conversations around performance management. 4.9 To assist in the development of selection and probation criteria, the LMCF can be used to identify leadership and management behaviours that are required for the good performance of leadership roles. 4.10 The LMCF is a tool for evaluating the potential of staff for leadership and management roles and responsibilities and determining workforce and succession planning strategies. 5. POLICY ADVISOR General Manager, People and Organisational Development 6. RELATED POLICIES AND LEGISLATION Staff Code of Conduct Staff Performance and Development Planning Policy (SPDP) Professional Development Policy Equity and Diversity Policy Educational Leadership Policy 7 Version 0.1
POLICY HISTORY Version approval date 23 January 2012 (POH120123001) 14 December 2009 (POH091215000) Summary of changes Human Resources changed to People and Culture minor modifications. New Policy 8 Version 0.1