The Charles Sturt University (CSU) Leadership and Management Development Framework recognises that leadership is a key driver in organisational performance, and aims to support the University in achieving its strategic objectives by providing a range of learning opportunities and resources for current and future leaders.

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; and providing a range of development opportunities and resources to enable the University to build its leadership capability. It also aims to embed the leadership qualities and accountabilities into a range of University processes such as: selection and recruitment; performance management systems; recognition and reward systems; and workforce planning, including career development and succession planning.

In keeping with the commitment to continuous professional development, the framework offers leadership development at two levels. At its foundation level, it provides opportunities for the development of core knowledge and skills for leaders and managers at CSU through a structured Induction and Development Program, individualised professional development plans, as well as timely support for newly appointed leaders through mentoring and access to Front Line Management programs.

At the enhancement level, it offers opportunities for further learning and ongoing personal development through: a range of fora, access to self assessment tools; 360 degree feedback and Executive coaching; sponsorship to external professional development programs; internal development programs including - Graduate Certificate in University Leadership and Management, Leadership Development for Women; and support for undertaking research or professional activity in areas of strategic importance to CSU and/or to their professional development.

Individual and organisational professional development needs are identified through the annual performance management process. Through this process, individual staff identify the professional development that is required to achieve their individual performance goals. In addition, deans and executive directors provide the Division of Human Resources with annual summary reports of the development needs identified in their areas. These reports are aggregated and inform the professional development programs that are offered.

The University has recently reaffirmed commitment to The Full Range Leadership Model (which underpins the framework) as it sees transformational leadership as a key driver to achieve excellence in Learning and Teaching, Research outcomes, and those activities which support these outcomes. External benchmarking is undertaken via the Voice Project (Climate Survey ) to review the effectiveness leadership and management practice in employee engagement and bottom line results. This is referenced against staff surveys as part of the 360 degree feedback program for leaders.

This Good PRactice was updated on 2 October 2008

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