Appendix A – Leadership skills, attributes and behaviours

Skills, attributes and behaviours are listed as stated during consultation. They have not been reclassified under the public sector leadership capabilities.

Regional and metropolitan leaders

  • problem solving and decision making
  • stakeholder consultation and community liaison
  • influencing, negotiation and communication
  • resilience and confidence to back decisions.

Regional leaders

Face of the agency:

  • comprehensive understanding of the agency’s vision, values and priorities
  • outstanding community relations skills
  • media and public relations skills
  • well-developed political astuteness
  • strong interpersonal and influencing skills
  • effective stakeholder management
  • authenticity and courage.

Geographic isolation:

  • ability to provide emotional and practical support to staff
  • ability to develop innovative solutions
  • capability to develop staff including mentoring and coaching
  • an active approach to succession planning.

Policy adaptation:

  • background of policy rationale
  • a broad technical understanding
  • excellent interpersonal and influencing skills
  • well-developed political astuteness
  • willingness to collaborate within and across agencies.

Generalist management:

  • sound understanding of principles for HR, finance, government housing and compliance
  • sound grasp of OSH principles and associated risk management
  • a broad knowledge of technical functions.

Autonomy/responsibility:

  • sound judgement and approaches to ethical decision making
  • advanced problem solving skills
  • a willingness to seek advice or test assumptions
  • sharing knowledge and experience
  • strong relationships with key influencers across agency business streams.

Culture:

  • understanding of Aboriginal cultural sensitivities
  • ability to engage with Aboriginal people
  • community engagement skills
  • capacity to respond to natural disasters and manage needs of many stakeholders.

Resources:

  • making the most of available resources
  • innovative problem solving
  • sharing resources across agencies
  • influencing and persuading others.

Metropolitan leaders with regional responsibilities

  • consider regional issues, including differing needs in each region
  • genuinely consult and engage stakeholders within the regions
  • understand the agency’s clients, products and service provision
  • devolve authority and build decision making capability
  • build an awareness of regional issues within their agencies
  • support regional leaders to build a profile within their agency
  • appreciate the resourcing available in the regions
  • be mindful of the ‘tyranny of distance’
  • understand the limitations of technology.

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Page last updated 23 July 2014