Competency Clusters

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|Competency Clusters |Behavioural Competency Definitions |

| |Strategy and Direction |Decision-Making and Delivering |Commitment |

|Achieving Excellence in |Creates and communicates vision|Results |Driven to achieve results |

|Performance in context of | |Understands what needs to be done |through personal diligence and |

|Governance |Develops strategies to achieve |and displays drive to achieve |loyalty |

| |organisational goals within the|outcomes through goal setting for | |

| |governance structure; |continuous improvement |Adopts a positive and |

| |identifies external threats and| |optimistic outlook and is |

| |opportunities and adapts |Understands how to introduce |proactive |

| |strategy to changing conditions|performance measurements to align | |

| | |with strategic objectives |Is aligned with university |

| |Sets clear objectives and | |governance, its culture and |

| |establishes priorities |Takes calculated risks to decisions,|values rather than solely |

| | |effectively utilising financial and |individual agendas |

| | |statistical data appropriately | |

| | | | |

|Managing in an Environment of |Financial Acumen |Creativity and Innovation |Risk and Opportunity |

|Change |Demonstrates comprehensive |Meets challenges with |Assesses and manages risks and |

| |understanding of the |resourcefulness, generates |measure impact on organisation;|

| |application of financial, |suggestions for improving work and |Takes calculated risks to |

| |accounting, and economic |develops innovative approaches and |enhance results; |

| |concepts to the budgeting and |ideas |Manages in an environment of |

| |resource allocation process of | |uncertainty; |

| |the university |The ability to act with imagination,|Indentifies and takes advantage|

| | |displaying original thinking and |of opportunities in new and |

| |Makes well-informed and timely |creativity |insightful ways |

| |financial decisions with an | | |

| |understanding of the | | |

| |consequences and impact on the | | |

| |organisation | | |

|Personal Leadership |Communication |Influence and Negotiation |Valuing Diversity |

| |Expression of facts and ideas |Secures the involvement and |Respects that individuals are |

| |in a clear and concise manner |engagement of others, both within |different and harnesses this |

| |using a variety of settings and|and external to the organisation |diversity for the achievement |

| |styles to clearly convey ideas | |of organisational goals and |

| |and information of varying |Effectively manages conflict to |plans |

| |complexity, taking into account|reconcile divergent interests and | |

| |the varying needs and interests|objectives |Advocates and demonstrates |

| |of the audience. | |inclusiveness of ideas and |

| | | |people |

|People Development: Engaging |Relationship Building |Teamwork |Develop people and Mentorship |

|and Developing Others |Builds and leverages mutually |Actively engages and supports teams |Supports and facilitates the |

| |beneficial relationships and |and teamwork |development of self and others |

| |networks, both internal and | |to help each individual reach |

| |external, which generate |Gains and gives trust, support, |their full potential. |

| |opportunities for the |cooperation and respect for others | |

| |organisation |Focuses team building on high |Give and receive constructive |

| | |performance |feedback for improved personal |

| |Successfully builds and manages| |and organisational performance.|

| |partnerships and alliances |Creates synergies across | |

| | |units/departments | |

Leadership Competency Framework (Detailed overview to support curriculum development)

|Achieving Excellence in Performance in context of Governance |

| | | |Integration |Strategic |

|Strategy and Direction | | |Translates vision and strategy into organisation plans and objectives and aligns with work|Creates a clear, compelling vision of organisational |

|Creates and communicates vision | | |priorities to ensure successful delivery and implementation. |excellence for the future, within the context of multiple |

| | | |Communicates the vision for maximum effort. |future scenarios. Inspires others to deliver the vision |

|Develops strategies to achieve organisational goals | | |Ensures the governance structure and processes are aligned to the strategy. |and strategy and is clear on the relationship between |

|within the governance structure; identifies external | | | |organisational goals, structure and performance. |

|threats and opportunities and adapts strategy to changing| | | | |

|conditions | | | | |

| | | | | |

|Sets clear objectives and establishes priorities | | | | |

|Decision-Making and Delivering Results | | |Agrees goals, targets and improvement processes for delivery by teams and deploys |Builds a performance culture ensuring processes and systems|

|Understands what needs to be done and displays drive to | | |resources to achieve optimum results; makes sound decisions based on complex data and |are in place to support delivery of the strategy. Makes |

|achieve outcomes through goal setting for continuous | | |encourages decision making in others at all levels |sound decisions based on complex data, effectively |

|improvement | | | |balancing innovation and risk. Creates a culture where it |

| | | |Understand the role of the key decision-makers and process within the university and how |is normal to exceed performance through the full engagement|

|Understands how to introduce performance measurements to | | |decisions are made and influenced. |and empowerment of all of its internal and external |

|align with strategic objectives | | | |stakeholders. |

| | | | | |

|Takes calculated risks to decisions, effectively | | | | |

|utilising financial and statistical data appropriately | | | | |

|Commitment | | |Fosters cohesiveness and builds loyalty of others. |Fosters a culture of openness, honesty, fairness and |

|Driven to achieve results through personal diligence and | | |Uses communication to create positive motivation and commitment in others and celebrates |integrity where motivation and achievement are rewarded and|

|loyalty | | |success. |there are high levels of confidence in the organisation to |

| | | |Personally shows belief in the ability of the organisation to succeed and builds optimism |succeed. |

|Adopts a positive and optimistic outlook and is proactive| | |and enthusiasm in others. | |

| | | | | |

| | | |Operates within the context of the university governance structure and aligned to its | |

|Is aligned with university governance, its culture and | | |culture and values. | |

|values rather than solely individual agendas | | | | |

| | | |Displays ability to put aside individual agendas for the benefit of the organisation. | |

|Managing in an Environment of Change |

| | | | |Integration |Strategic |

| | | | | | |

|Financial Acumen | | | |Seeks financial and economic data to set performance goals aligned with the strategy of |Understands both the financial challenges and opportunities for |

|Demonstrates comprehensive understanding of the | | | |the organisation. Understands the use of resource allocation to meet strategic goals. |the organisation. Has an understanding of the economic forces |

|application of financial, accounting, and | | | |Applies appropriate financial tools to decision making and problem-solving. |that impact multiple university activities. Has a well-developed |

|economic concepts to the budgeting and resource | | | | |sense of financial issues and how they impact the strategy, |

|allocation process of the university | | | | |organisational plans and its stakeholders. |

| | | | | | |

|Makes well-informed and timely financial | | | | | |

|decisions with an understanding of the | | | | | |

|consequences and impact on the organisation | | | | | |

|Creativity and Innovation | | | |Encourages innovation and initiative by reducing barriers to performance, and responding |Creates and sustains an environment that supports |

|Meets challenges with resourcefulness, generates| | | |to, or adopting, new ideas quickly so that they have impact on the organisation. |experimentation, values initiative and freedom of action, rewards|

|suggestions for improving work and develops | | | |Encourages and rewards entrepreneurialism and new initiatives at all levels (especially |risk-taking, reinforces curiosity and challenges the status quo |

|innovative approaches and ideas | | | |those which promote the strategic goals). Uses creativity to adapt to changing conditions|through freedom and openness without judgement Encourages new |

| | | | |and circumstances. |ideas from employees, fosters a positive attitude to new ways of |

|The ability to act with imagination, displaying | | | | |solving problems and provides greater opportunities for |

|original thinking and creativity | | | | |entrepreneurialism. |

|Risk and Opportunity |. | | |Effectively assesses and manages risks. Balances the calculation of risks and results. |Understand scenario planning and employ its techniques when |

|Assesses and manages risks and measure impact on| | | |Ensures systems are in place to enable innovation whilst minimising the impact of risk, |assessing and managing risks to the organisation. |

|organisation; | | | |without stifling creativity. |Ensures the organisation and its culture is open to new |

|Takes calculated risks to enhance results; | | | | |opportunities which advance the university’s mission and has |

|Manages in an environment of uncertainty; | | | |Seeks, identifies, and seizes opportunities which help the university move forward with |structure in place to effectively implement those opportunities |

|Indentifies and takes advantage of opportunities| | | |its strategic vision. Translates those opportunities into action plans. |into action. |

|in new and insightful ways | | | | | |

|Personal Leadership |

| | | | |Integration |Strategic |

|Communication | | | |Creates impact with diverse audiences through clear, relevant and passionate |Communicates strategically to achieve specific organisational |

|Expression of facts and ideas in a clear and | | | |communication, tailored to the audience and to the situation as appropriate. |objectives, with the ability to unite diverse people or groups |

|concise manner using a variety of settings and | | | |Applies a range of methods to command attention and interest. |around a common goal; |

|styles to clearly convey ideas and information | | | |Is able to make complex ideas simple and takes others perspectives into account in |Encourages others to value outstanding communication. |

|of varying complexity, taking into account the | | | |negotiating or presenting arguments. | |

|varying needs and interests of the audience. | | | | | |

|Influence and Negotiation | | | |Able to get buy-in and support from others through skilled negotiating. |Creates strategic networks and uses these to gain support for |

|Secures the involvement and engagement of | | | |Is able to arrive at win-win outcomes. |plans and goals for the benefit of the organisation. Builds |

|others, both within and external to the | | | |Forms positive and constructive partnerships which work together to deliver strategic |commitment and support among multiple organisations and |

|organisation | | | |goals. |stakeholders. |

| | | | |Helps others recognise the role of influencing in achieving objectives; |Persuades others to reach a consensus on issues of |

|Effectively manages conflict to reconcile | | | |Effectively resolve conflict and keeps emotions under control. |organisational impact. Encourages others to use a range of |

|divergent interests and objectives | | | | |appropriate influencing techniques |

|Valuing Diversity | | | |Understands the role of diversity in the strategic objectives of the institution. |Develops strategies that value employees and other stakeholders |

|Respects that individuals are different and | | | |Ensures systems are in place to enable each member of staff/stakeholder to develop to |regardless of race, gender, disability, age or belief and other |

|harnesses this diversity for the achievement of | | | |their full potential. |factors consistent with openness and inclusiveness. |

|organisational goals and plans | | | | | |

| | | | | | |

|Advocates and demonstrates inclusiveness of | | | | | |

|ideas and people | | | | | |

|People Development: Engaging and Developing Others |

| | | | |Integration |Strategic |

|Relationship Building | | | |Gains cooperation and trust of people across multiple departments establishes rapport & |Creates a climate of trust and openness where people are treated|

|Builds and leverages mutually beneficial | | | |develops and maintains an effective network of external contacts. |with compassion and feel free to speak, knowing they will be |

|relationships and networks, both internal and | | | |Is able to tune into the interpersonal and political dynamics around them. |heard and valued without fear of criticism. |

|external, which generate opportunities for the | | | |Is open with own views and feelings and encourages others to do the same. | |

|organisation | | | |Understands need to create partnerships and alliances within the university and among | |

| | | | |stakeholders. | |

|Successfully builds and manages partnerships and| | | | | |

|alliances | | | | | |

|Teamwork and Negotiation | | | |Facilitates groups of individuals to work together on creating solutions, delivering |Creates and fosters a culture of teamwork that values |

|Actively engages and supports teams and teamwork| | | |outstanding results by leveraging talent in high performance teams. Develops a culture of|cross-boundary collaboration so that barriers are broken down |

| | | | |respect and recognition for individual contributions |and teams are encouraged to maximise the skills and experience |

|Gains and gives trust, support, cooperation and | | | | |of the team members to benefit the organisation |

|respect for others | | | | | |

|Focuses team building on high performance | | | | | |

| | | | | | |

|Creates synergies across units/departments | | | | | |

|Develop people and mentorship | | | |Takes personal responsibility for supporting and developing others by acting as coach or |Builds and encourages a culture of learning through multiple |

|Supports and facilitates the development of self| | | |mentor (informal or formal). Identifies future key capabilities required by the |activities, evaluation and feedback at individual, team and |

|and others to help each individual reach their | | | |organisation and takes responsibility for ensuring development is in place to meet these |organisational levels for continual development of the |

|full potential. | | | |needs. |organisation and institutes strategies and processes to promote |

| | | | | |and support continual learning. Creates an environment of |

|Give and receive constructive feedback for | | | |Understands the use of assessment to identify appropriate individuals and to develop them |coaching and mentoring and ensures opportunities are available |

|improved personal and organisational performance| | | |to create an organisation based upon capabilities and competencies necessary to implement |and supported for mentoring to take place at all levels. |

| | | | |the strategy of the institution as well as to meet its future challenges. | |

|Achieving Excellence in Performance in the Context of Governance |

|Attribute |  |Skills and Tools |

|Strategy and Direction | |

|Creates and communicates vision | |

| | |

|Develops strategies to achieve organisational goals within | |

|the governance structure; identifies external threats and | |

|opportunities and adapts strategy to changing conditions | |

| | |

|Sets clear objectives and establishes priorities | |

|Decision-Making and Delivering Results | |

|Understands what needs to be done and displays drive to | |

|achieve outcomes through goal setting for continuous | |

|improvement | |

| | |

|Understands how to introduce performance measurements to | |

|align with strategic objectives | |

| | |

|Takes calculated risks to decisions, effectively utilising | |

|financial and statistical data appropriately | |

|Commitment | |

|Driven to achieve results through personal diligence and | |

|loyalty | |

| | |

|Adopts a positive and optimistic outlook and is proactive | |

| | |

|Is aligned with university governance, its culture and | |

|values rather than solely individual agendas | |

| | |

| | |

| | |

| | |

| | |

| | |

|Managing in an Environment of Change |

|Attribute |  |Skills and Tools |

|Financial Acumen | |

|Demonstrates comprehensive understanding of the application | |

|of financial, accounting, and economic concepts to the | |

|budgeting and resource allocation process of the university | |

| | |

|Makes well-informed and timely financial decisions with an | |

|understanding of the consequences and impact on the | |

|organisation | |

|Creativity and Innovation | |

|Meets challenges with resourcefulness, generates suggestions| |

|for improving work and develops innovative approaches and | |

|ideas | |

| | |

|The ability to act with imagination, displaying original | |

|thinking and creativity | |

|Risk and Opportunity | |

|Assesses and manages risks and measure impact on | |

|organisation; | |

|Takes calculated risks to enhance results; | |

|Manages in an environment of uncertainty; | |

|Indentifies and takes advantage of opportunities in new and | |

|insightful ways | |

|Personal Leadership |

|Attribute |  |Skills and Tools |

|Communication | |

|Expression of facts and ideas in a clear and concise manner | |

|using a variety of settings and styles to clearly convey | |

|ideas and information of varying complexity, taking into | |

|account the varying needs and interests of the audience. | |

|Influence and Negotiation | |

|Secures the involvement and engagement of others, both | |

|within and external to the organisation | |

| | |

|Effectively manages conflict to reconcile divergent | |

|interests and objectives | |

|Valuing Diversity | |

|Respects that individuals are different and harnesses this | |

|diversity for the achievement of organisational goals and | |

|plans | |

| | |

|Advocates and demonstrates inclusiveness of ideas and people| |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

|Engaging and Developing Others |

|Attribute |  |Skills and Tools |

|Relationship Building | |

|Builds and leverages mutually beneficial relationships and | |

|networks, both internal and external, which generate | |

|opportunities for the organisation | |

| | |

|Successfully builds and manages partnerships and alliances | |

|Teamwork and Negotiation | |

|Actively engages and supports teams and teamwork | |

| | |

|Gains and gives trust, support, cooperation and respect for | |

|others | |

|Focuses team building on high performance | |

| | |

|Creates synergies across units/departments | |

|Develop people and mentorship | |

|Supports and facilitates the development of self and others | |

|to help each individual reach their full potential. | |

| | |

|Give and receive constructive feedback for improved personal| |

|and organisational performance | |

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Cambridge Leadership Attributes Framework

- Strategic analysis tools and techniques

- Strategic implementation process

- Internal & external marketing

- Strategy and economics

- Communication

- High Performance teams

- Performance Management

- Managing Uncertainty

- Decision tools and models

- Decision theory

- Data analysis and application

- Systems thinking techniques and application

- Problem-solving

- Organisations and their structures

- Human Resource Management core skills

- Persuasion, influencing & negotiation

- Self-development

- High performance teams

- Financial Analysis for Business Performance and Financial Strategies

- Resource Allocation Models

- Regulatory environment, annual reports, disclosures

- Framework for financial statement analysis, value-based management

- Capital Budgeting, techniques for valuation

- Creativity tools and techniques

- Managing risks and opportunities

- Innovation management tools and techniques

- Implementing innovation

- Communication, persuasion and influencing

- Leading an innovation culture

- Entrepreneurial skills

- Risk modelling

- Tools to mitigate risks and exploit opportunities: distribution, diversification and hedging, the flaw of averages, decision tree analysis, forecasting

- Managing Uncertainty: portfolio effects and value of flexibility

- Communicating risk and opportunity up and down the organisation

- Verbal and written communication

- Persuasion, influencing, negotiating skills

- Political awareness - adapting communication for the political climate

- Listening

- Networking skills

- Networking

- Advocacy

- Taking multiple perspectives

- Motivating others

- Negotiating

- Interpersonal communication

- Presentation skills

- Political awareness

- Assertiveness skills

- Self-awareness

- Human Resource Management core skills

- Understanding and applying diversity

- Women and leadership

- Listening

- Networking

- Political awareness

- Leadership, trust and organisational culture

- Resolving conflict

- Cultural and diversity awareness

- Positive personal communication

- Human Resource Management core skills

- Motivating and influencing others

- Teams theory and team dynamics

- Communication

- Managing conflict

- Give and receive feedback

- Understanding personal development & learning (individual, team and organisation)

- Coaching skills

- Managing performance

- Give and receive feedback

- Listening & questioning

- Communication skills

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