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Leadership alignment
with culture and
values
Derek Kypriotis,
Central Gippsland TAFE
and
Marg Scott,
Gordon Institute of TAFE
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Culture
Organisational culture is defined as the shared
values, norms and expectations that govern the
way people approach their work and interact
with each other. In other words it's what am I
expected to do in order to fit in and get ahead
here .
Mike Gourley, Director, Human Synergistics


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The contemporary definition of organization
culture includes what is valued, the dominant
leadership style, the language and symbols, the
procedures and routines and the definitions of
success that characterizes an organisation.
Organisation culture represents the values,
underlying assumptions, expectations, collective
memories and definition present in an
organisation.
Angel A Berrio (2003)

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Values
The moral principles or accepted standards
of a person or group.
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What did we want to find out?
The relationship between the achievement of strategic goals and
leadership.

How to identify leaders in the broad sense as opposed to managers.

The differences between leadership and management. Can you define each
separately or are they both parts of a whole?

Where do competencies fit in?

What programs are organisations using,
Effectiveness
Benefits
Alignment to culture and values
Based on a competency framework?
Commonalities
Critical Success Factors?
Embedding the competencies into the HR management system

What recommendations can we make for future TAFE leadership initiatives?
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Methodology
Discussed and agreed our definition of terms

Assessed the data that was available

Investigated some current models of leadership capability in TAFE

Visited and developed Case Studies at five organisations

Analysed the commonalities, critical success factors and developed
our recommendations.

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Comparison of leadership and
management
Management is seen as being about reliable and
efficient operating in the current work environment,
maintaining order and stability, exercising authority as
necessary.

On the other hand Leadership isseen as being about
leading people toward a future vision, developing and
motivating their performance and potential and inspiring
people to follow because people want to.

A Draft Leadership Capability Framework to Assist leadership development in the TAFE sector

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Leaders are the enablers
who help shape the
culture in particular
directions consistent with
their own values and the
vision and strategic
directions of the
organisation they
should be the
embodiment of the
culture!
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Where do educational leaders
come from?
Most Institutes see a clear distinction between
management and leadership but feel there is an
overlap

Leadership is not seen as the same as management and
can come from anywhere in the system

Educational leadership is part of (an) informal system but
will only emerge and thrive if fostered, encouraged and
celebrated by management.

A Draft Leadership Capability Framework to Assist leadership development in the TAFE sector

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Case Study Results
Five organisations were visited
Kangan Batman TAFE
Vic Roads
Yarra Valley Water
Adult Multicultural Education Services (AMES)
Ford Motor Company , Geelong
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Common features across
organisations
Pre-existing leadership programs, often based on an external formal
program, were not working

Common theme, staff did not identify with the strategic plans and values of
the organisation

Started with a situational analysis of the current organisation culture and
issues through a survey or focus groups

Commitment was strong from the existing leadership group in particular the
CEO

HR/Organisation Development seen as the Facilitators not the drivers

Broad involvement including all of the senior management group and in
some cases the next level of management
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Based on a statement of the values of the organisation

Development of customized leadership capabilities for the organisation
under pinned by behavioural statements for each capability

Recognition that, for the leadership group involved, the journey was as
much the catalyst for paradigm shifting as the actual document developed

Multi-rater assessment (eg.360 feedback)

Individual self assessment and self awareness building tools

Program involved all levels of leaders in the organisation in the modelling of
behaviours and mentoring of developing leaders

There was continual reinforcement and alignment with vision and values
taking place

Dynamic approach to leadership development and many ways for potential
leaders to develop their capabilities

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Critical Success Factors
CEO commitment and buy in providing
enthusiasm, resourcing and pushing the agenda

Involvement of all mangers and board/council in the development
of the values and competencies

Contextualising to the organisation

Involvement and commitment of executive, senior managers and
direct managers

A strong emphasis on mentoring and coaching

Importance of senior managers devoting TIME to help in the
development of future leaders

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Constructive feedback and dialogue about performance including
360 Feedback and a good performance management program.

Key Performance Indicators for individuals incorporate the
leadership competencies and are assessed through behaviours.

Flexibility and adaptability to move with the times and lots of ways of
developing the necessary leadership competencies.

Process for identifying future leaders is not haphazard and
uninformed. The future leaders see the process as a satisfactory
process that meets their needs.

WIFM ? The future leaders see the value to them of the process and
the development program.

There is a strategy for leadership development.
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Content of an effective leadership
and management program

SELF
Personal integrity
Self efficacy
Interpersonal skills
TEAM
Developing others through mentoring and coaching
Managing performance
Team leadership and team building
Valuing and managing diversity
Managing change
Managing operations and principles and strategies of management
Customer focus and quality
Leading to achieve results
Encouraging innovation
ORGANISATION
Organisation vision and direction
Growing the core business - Business acumen
Business ethics

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If you had a program that satisfied these
critical success factors and incorporated
the content and competencies what do
you think the benefits to your Institute
would be?
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Benefits to the Organisation
ENGAGEMENT AND COMMITMENT

Engagement in the achievement of the strategic goals of the organisation

Framework for succession planning and development of leaders

Cross functional networking in the organisation

A leadership profile to meet the challenges of the future

A leadership culture not just a management culture

Engenders buy in and commitment from stakeholders

Ensures the knowledge transfer between generations

Recognizes that leadership comes from all levels and all functions

Evidence of improved customer service, turnover, absenteeism and other HR indices

Happier staff, innovation, flexibility, trust and profitability

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Helping leaders to learn
External training, seminars and conferences
Instructor led training
Project based learning
Shadowing
Planned higher duties
Secondment and acting roles both internal and external
Rotation
Internal job swaps
On-the-job learning with mentoring or coaching
Coaching group or individual
Mentoring
360 Feedback and self assessment tools
Action learning
Syndicate group sessions
Workplace projects
Presentations of learning experiences
Study assistance
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If we all had effective leadership
programs , what would it mean
for the TAFE sector?
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Were Excited!