changes of emphasis in the existing framework, including an increased prominence on anticipating future change, plus the addition of practices supporting collaboration, innovation, moral courage and independent judgement. Political nous Strategic thinking Leading people Leading change a leader Increased New in 2014: prominence in 2014: Working Ways of Scanning the Scanning the Creating a culture in collaboratively, understanding self political, cultural and horizon and people thrive facilitating and others in the social environment anticipating future interaction and world change innovation Diagnosing Fostering an Strategic Engaging in Emotional situations, systems, engaged and questioning dialogue intelligence challenges accountable culture Analysing Resilience, stakeholders, Generating options Working with others Building alliances continual learning, issues, concerns, and possibilities to create a vision and partnerships agility and perspectives adaptability Mobilising the Brokering solutions capacity, strengths Political nous Gathering evidence and commitment to Authentic leadership and leadership of action others Weighing up Mobilising systems Self-regulation and Fostering diversity alternatives social awareness Being and Balancing stewardship of an competing interests APS culture and and values institution New in 2014: Moral Developing and courage & implementing plans independent for strategic action judgement Table 3: Leadership practices for development across the APS Management expertise As public servants move into positions of authority they require the management expertise that ensures they understand and take personal responsibility for delivering on their accountabilities, that support sound decision-making and enable them to navigate APS systems and processes to support effective execution. What is management expertise and what does it contribute in the current business context?
changes of emphasis in the existing framework, including an increased prominence on anticipating future change, plus the addition of practices supporting collaboration, innovation, moral courage and independent judgement. Political nous Strategic thinking Leading people Leading change a leader Scanning the political, cultural and social environment Increased prominence in 2014: Scanning the horizon and anticipating future change Creating a culture in people thrive New in 2014: Working collaboratively, facilitating interaction and innovation Ways of understanding self and others in the world Diagnosing situations, systems, challenges Strategic questioning Fostering an engaged and accountable culture Engaging in dialogue Emotional intelligence Analysing stakeholders, issues, concerns, perspectives Generating options and possibilities Working with others to create a vision Building alliances and partnerships Resilience, continual learning, agility and adaptability Political nous Gathering evidence Mobilising the capacity, strengths and leadership of others Brokering solutions and commitment to action Authentic leadership Weighing up alternatives Fostering diversity Mobilising systems Self-regulation and social awareness Balancing competing interests and values Being and stewardship of an APS culture and institution Developing and implementing plans for strategic action New in 2014: Moral courage & independent judgement Table 3: Leadership practices for development across the APS Management expertise As public servants move into positions of authority they require the management expertise that ensures they understand and take personal responsibility for delivering on their accountabilities, that support sound decision-making and enable them to navigate APS systems and processes to support effective execution. What is management expertise and what does it contribute in the current business context?
APS-Leadership-and-Core-Skills-Strategy-2014-15-refresh.docx