LEADERSHIP COMPETENCIES
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Please limit yourself in each area to six (6) points that best demonstrate your leadership. (See Guidelines)
1.
RELIGIOUS LEADERSHIP
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2.
LEADERSHIP FOR LEARNING
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EVIDENCE OF LEADERSHIP CAPACITY/ POTENTIAL # (Cont’d)
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Please limit yourself in each area to six (6) points that best demonstrate your leadership. (See Guidelines)
3.
HUMAN RESOURCES LEADERSHIP
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4.
STRATEGIC LEADERSHIP
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EVIDENCE OF LEADERSHIP CAPACITY/ POTENTIAL # (Cont’d)
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Please limit yourself in each area to six (6) points that best demonstrate your leadership. (See Guidelines for Applicants 5.0)
Relate evidence to the Essential Criteria and the attached Leadership Framework Overview
5.
ORGANISATIONAL LEADERSHIP
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6.
PERSONAL DIMENSIONS OF LEADERSHIP
Include personal qualities and capacity to relate to/work with others. Include students in Leadership for Learning
EG:
I contribute to staff morale through good will, humour and integrity.
I am willing to move outside my comfort zone and challenge myself and others appropriately.
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CATHOLIC SCHOOL LEADERSHIP FRAMEWORK
Overview of Foundations and Core Dimensions
A Vision for the Development and Practice of Leadership
CORE PURPOSE
The core purpose of the Catholic school is to take forward the Mission of Jesus, which is the Mission
of the Church, in partnership with parents and parish for the formation, education and development of
the students entrusted to the school.
This Leadership Framework is
written within the context of
Catholic education. Current
international perspectives on
education and leadership are
also taken into account.
“The present generation of Christians is called and sent now to accomplish a new evangelisation
among the peoples of Oceania, a fresh proclamation of the enduring truth evoked by the symbol of the
Southern Cross. This call to mission (leadership) poses great challenges, but it also opens new
horizons, full of hope and even a sense of adventure.”
(Ecclesia in Oceania 2001, 8, 13)
Religious Leadership
Leadership for Learning
Mission of the Catholic Church
and School
Coherent Vision for Learning and
Teaching
Catholic Life and Culture
Learning Culture
Religious Education
Effective Pedagogy
Faith Formation of Staff
Partnership with Families and
Parishes
Scripture, Prayer, Liturgy and
Sacraments
PERSONAL
DIMENSIONS
The personal dimensions
underpin and relate to all areas of
the Leadership Framework.
Curriculum Development

Pastoral Care
Catholic Social Teaching
Achievement for All Students
Quality Learning Environment

Diverse Needs of Learners
Catholic Life, Faith and
Spirituality
Engagement of Parents in Student
Learning
Personal Integration
Moral and Ethical Stance
Christian Leadership

Relationships and
Communication
Intelligence and Imagination
SUPPORTING PROCESSES
The core purpose is served by the support process – Human Resources, Strategic and Organisational
Leadership. It is important that
these processes do not become ends in themselves, but that
they are always seen to serve the core purpose.
Human Resources
Leadership
Strategic Leadership
Organisational
Leadership
Contemporary Catholic
Workplace
Vision, Mission and
Culture
Co-ordination of
Management Processes
Employment Processes
Strategic Mindset and
Approach
Personal Management
Staff Deployment &
Workplace Practices
Performance Management
and Review
Employment Relations and
Staff Engagement
Coaching and Mentoring

Strategic Planning
and Coordination
Culture and Practice
of Review and
Improvement
Community
Partnerships
Professional Learning
Building Leadership
Capacity
Personal Dimensions
of Leadership
Identity and Profile of
the School
Archdiocesan Context
Decision Making
Expressions of Leadership
Leader as Learner
Risk Management
A Leadership Development
Resource for use in:
 The Catholic Schools
Financial Management

Payroll and Staffing
Property and Facilities
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Information Management
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Compliance


Conflict Management
Enrolments and Forward
Planning
Leadership Program
Leadership Succession
Planning
Career Path Planning
Selection Processes
Personnel Performance
Planning & Review (PPPR)
Contract Renewal and
Reappointment Processes
18 January 2010
Relationship with Unions
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