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|Title:||Approaches for sustaining and building management and leadership capacity in vocational education and training providers||Contributor(s):||Callan, V (author); Mitchell, J (author); Clayton, B (author); Smith, Larry (author)||Publication Date:||2007||Handle Link:||https://hdl.handle.net/1959.11/2453||Abstract:||This report addresses three research questions: • What are the current understandings of leadership in the vocational education and training (VET) sector, and what types of management and leadership capabilities are required for the present and the future? • What approaches to learning and management development are being used? • What is successful and what approaches might be used more often in the future? These research questions were addressed using the findings from interviews in 2006 with 125 individuals employed in 30 training organisations throughout Australia. In terms of the first question about the notions of leadership being advanced, those interviewed, especially at the higher levels of management, embraced the need for a more transformational style of leadership which could deal with the challenges facing training organisations today. This style allowed them to define organisational goals and desired outcomes that typically involved forms of structural and cultural change. They preferred to work with others through participative, collaborative or what were often called 'shared' styles of leading to develop strategies and plans to achieve those change goals. There was also a good level of awareness and understanding of the personal qualities required of effective managers and leaders. These qualities were largely based on the concept of emotional intelligence and included the need for vocational education and training managers and leaders to have skills in communication, to be self-aware, to show empathy, and to be tolerant of ambiguity and change. In terms of the required management and leadership capabilities, most organisations were exploring or had defined what attributes they expected of their leaders at various levels. In the interviews, these capabilities were seen to differ, depending upon the level of management. However, the core capabilities include those related to the transformational qualities of being able to communicate a vision for the organisation, to build successful teams, and to inspire staff to make a commitment to change. These core capabilities also include sound strategic thinking and planning skills, and an ability to be business-like in approach.||Publication Type:||Book||Publisher:||NCVER: National Centre for Vocational Education Research||Place of Publication:||Adelaide||ISBN:||9781921170454||Field of Research (FOR):||150312 Organisational Planning and Management||HERDC Category Description:||A1 Authored Book - Scholarly||Other Links:||http://books.google.com.au/books?id=MzW7KgAACAAJ
|Extent of Pages:||39||Series Name:||Program 7: Management and Leadership||Series Number :||1||Statistics to Oct 2018:||Visitors: 238
|Appears in Collections:||Book|
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