Much has been written about leadership. A common theme is that good leadership is built on trustworthiness. Teams learn to trust leaders who:
- 'walk the talk'
- are open and honest
- establish interdependent relationships with team members.
Empowering team members by using their capabilities and ideas benefits you, as the leader, and the organisation. Developing team members' capabilities can provide you with more time to align the team with the strategic priorities of the organisation and better represent the team's work to others.
In leading your people, you will rely on your personal attributes more than your expertise.
Leadership in the department
Objectives of the
Strategic Plan are to implement strategies to build strong partnerships with our customers and partners to prepare Queenslanders with the knowledge, skills and confidence to participate effectively in the community and the economy.
The Capability and Leadership Framework articulates the capabilities required of public service employees at all levels, across all agencies and departments.
Leadership capability and development programs are available to help build leadership capability for employees.
Leading the Developing Performance process
The Developing Performance Framework (DPF) process and leadership share a focus on relationships and interpersonal understanding. You will find many of the capabilities and
tools required for the DPF process also apply to other leadership situations.
The five practices of exemplary leaders
In their 2002 publication,
The Leadership Challenge, Jim Kouzes and Barry Posner discuss five leadership practices that have been adopted as a focus for some departmental leadership programs. Leaders following these practices will:
1. Model the way
- know what you value
- build consensus
- follow through on promises
- set a personal example
- ask for feedback
2. Inspire a shared vision
- engage people with future trends
- paint the 'big picture'
- speak with conviction
- create a compelling vision of the future
- appeal to others to share the dream
3. Encourage the heart
- reward people creatively
- express confidence in others
- praise good performance
- give appreciation and support
- recognise commitment
4. Challenge the process
- seek opportunities
- ask 'what can we learn'
- search for improvement
- take risks
- challenge others to try new opportunities
5. Enable others to act
- develop cooperative relationships
- listen to other perspectives
- give people choice
- treat others with dignity and respect
- support people's decisions
The Five Leadership Practices - Kouzes, J. M. and Posner, B. Z. 2002,
The Leadership Challenge, Jossey-Bass, San Francisco.
Many books and websites are devoted to developing leadership capabilities.
The Queensland Public Service Capability and Leadership Framework (CLF) articulates five core capabilities for public servants at all levels. Use the framework's
CLF self-assessment proforma to assess your own capabilities.
Public Service Commission website to access a range of leadership programs tailored to the public sector.
You will gain tremendous benefits from a mentor - either your immediate supervisor or another leader who is happy to help you to develop your leadership style.
Alternately, you may consider enrolling in a course such as: