Leadership and Management Development at Northumbria University
Context
Northumbria University has a radical and ambitious vision for the future – Vision 2025.
Achieving the Vision requires a culture that is modern, ambitious, open, dynamic and demand-focussed, aligned with our values of academic excellence, community, inclusivity, integrity and professionalism.
The universityis investing in recruitment, leadership, retention, and talent development aiming for a ‘one University’ culture, with a coaching style of management.
The ‘Leadership Attributes’, summarise the key skills, knowledge and behaviours needed by the University’s leaders toachieve the Vision and are intended to guide and support current and emerging or aspiring leaders. More detail on the Leadership Attributes can be found at
The online development portal contains over 90 development exercises, offering staff the opportunity to develop and enhanceleadership and management skills at a time and pace that is suitable to them. The Portal can be accessed from the‘My Northumbria’ page, in the MyLearning section.
To support the implementation and embedding of the Leadership Attributes, a self-assessment tool (available via the Development Portal) and a 360 tool have been developed. These tools support staff to assess their current level of competence against the Leadership Attributes, identifying both areas of strength and areas for development.
Leadership and Management Development Programmes
The suite of Leadership and Management Programmesare based on the Leadership Attributes and aim tobuild the knowledge, skills and behavioursrequired of Northumbria’s leaders and managers to enable them to deliver the required leadership. All managers have a pivotal role to play in shaping the strategic direction of the University and to translate the Vision into action.
The Programmes aim to create role-model leaders and managers that allstaffwill look to for guidance and direction. Our ambition is to support all leaders and managers to develop outstanding leadership skills.
The Programme objectives are intended todeliver the following outcomes:
- Development of a coaching style of leadership at all levels within the University.
- Leaders and managers who embody the Leadership Attributes.
- Enhanced self-awareness of behaviour, style and impact of self on others through personal reflection.
- Development of effective peer networks to support collaboration and sharing of best practice and knowledge across the University.
- Resilient leaders with an increased confidence to develop and implement change, who support their teams to embrace and manage change.
The suite of Programmesare developed to meet the diverse leadership needs of differing leadership groups (Appendix 1).
To compliment the above, Leadership and Management Excellence Master Classes will be offered on an annual basis in addition to a Talent Management Programme.
The Programmes aredelivered to a consistently high standard and are:
- Energising, stimulating and inspirational.
- Delivered using a blend of delivery methods and learning approaches.
- Driven by the delegates desire for self-improvement.
- Fully connected to the delivery of the organisation’s vision and strategy.
A member of the University Executive sponsors each Programme, and will deliver elements of the introduction and closing review sessions of each Programme.
Theonline development portalwill supplement and supports the Programmes and relevant exerciseswill be selectedfor delegates to complete as part of their programme activity.
Programme delegates, preparation and sponsorship
Delegate places on the Programmesare allocated through discussion with Executive Deans and Directors and the PD Team. Line managers are expected to support their staff as they progress through a Programme, commencing with the preparation and pre-work and concluding with the evaluation and embedding of new skills and knowledge learned.
The Talent Programme includes a cross-functional project element that requires delegates to work together to scope out or implement a change that will benefit the University. The projects will require the delegates to demonstrate and utilise their learning and self-awareness from the Programme. The projects are identified for the delegates by the University Executive.
TNA – Training Needs Analysis
Delegates are expected to complete pre-work prior to attending aProgramme. The pre-work may take a number of forms, e.g. research, webinar, e-learning, self study etc. The nature of the pre-work will be determined and co-ordinated by the lead facilitator for each Programme in consultation with the facilitators of each of the modules contained within it.
Delegates are required to complete a learning contract setting out their reasons and personal objectives for attending. As part of this process staff are expected to consider how they will apply the learning during and after the Programme and the extent to which their line manager can support their progress.
Evaluation
Delegates will be expected to complete a follow-up evaluation detailing the learning they have applied and how this has benefited them, their team and the University. This evaluation will be completed with the input and support of their line manager who will be expected to support the delegate to embed their learning.
Appendix 1
Leadership & Management Programmes
Category / Programme / Staff Group / Delivery / Structure/Content / NotesLeaders / Strategic Leadership Programme
Facilitators – As required / Grades 10 & 11 –University Executive & Directors / Content developed and delivered as required / Coaching: As required
Supported by the Development Portal.
Leaders / Senior Leadership Programme
Lead Facilitator – Berkshire
25 places per Programme / Grade 8 & 9 – Associate Deans, Assistant Directors & Heads of Department / Programmes run as needed / Introduction
360 & 1to1 Coaching
MBTI Step 2
Common Purpose
Leader as Coach
Attributes Session 1
Leading Change
Attributes Session 2
Wrap Up/Evaluation / Coaching: 5 sessions per delegate - 1 commencing the programme, 1 mid programme and 3 following the completion of the programme.
Supported by the Development Portal.
Leaders / Professorial Leadership Programme
Lead Facilitator – Skyward
25 places per Programme / Grade 9 – Professors / 1 Programme run bi-annually
Leaders / Academic Leadership Programme
Lead Facilitator – Skyward
25 places per Programme / Grade 8 – Principal Lecturers & Readers
Aspiring and Emerging Leaders / Leadership and Management Programme
Lead Facilitator – Ultimate Performance
25 places per Programme / Grade 7 – Academic & Support Staff / 1 Programme run bi-annually / Introduction
1to1 Coaching
MBTI Step 1
Manager as Coach
Attributes Session 1
Attributes Session 2
Managing Change
Attributes Session 3
Attributes Session 4
Wrap Up/Evaluation / Coaching: 3 sessions per delegate - 1 commencing the programme, 1 mid programme and 1 following the completion of the programme.
Supported by the Development Portal.
Aspiring and Emerging Leaders / Management Programme
Lead Facilitator - Real Results
25 places per Programme / Grade 6 – Academic & Support Staff / 1 Programme run bi-annually
Both / Leadership Master Classes
Facilitators – Variety
25 places per Session / Grade 6 and above / 1 programme run annually / Latest leadership trends and developments in line with University Activity / Range of individual workshops – normally between 4 and 6 a year.
Supported by the Development Portal.
Both / Future Leaders Programme
Lead Facilitator – Berkshire
12 places per Programme / Grade 7 and 8 / 1 Programme run annually / Assessment Centre
Introduction
1to1 Coaching
MBTI Step 2
Manager as Coach
Attributes Session 1
Attributes Session 2
Managing Change
Attributes Session 3 Senior Staff Talks
Wrap Up/Evaluation
University Project / Coaching: 5 sessions per delegate - 1 commencing the programme, 1 mid programme and 3 following the completion of the programme.
Supported by the Development Portal.