Leadership and Management Development at Newcastle
University
The University aims to provide the most appropriate support and development for all
of its leaders and managers on the basis that effective leadership and management
drives a successful university.
Each year the University reviews its leadership succession challenges and
leadership development plans through a university level Leadership Succession
Strategy Group, chaired by the VC and which is informed by business plans, the
outputs from PDRs and other related career and performance conversations.
The university’s leadership and management development provision, which is
centrally delivered, is driven by the strategic and faculty planning processes and
involves the senior leaders themselves so as to ensure that development activities
are in line with business objectives.
The University’s leadership and management development provision aims to reach
all leaders and managers from Executive Board members through to front line
supervisors ie; all managers with a responsibility for staff and resources. It
recognises that the most junior managers have a part to play in the delivery of a
harmonious, motivated and productive staff and that more senior mangers have a
key role in leading and managing this strategically.
The University aims to:

provide a varied and appropriate leadership and management development
provision which helps managers at all levels to meet their development needs
and supports them in their roles.

ensure varied methods of delivery from in-house and external leadership and
management programmes to coaching, mentoring, on-line learning and
guided reading including a reading list and a series of relevant articles. The
intention is that different managers can select from a range of ways of
developing themselves that suit their individual learning styles and where they
are in their leadership careers.

make leadership succession a priority by working to identify and develop a
pool of leaders and managers for the future with the aim of developing and
retaining leadership talent. This includes ensuring that Executive Board level
leaders are involved in thinking about developing aspiring leaders and are
involved in planning and resourcing the central leadership development
provision.

promote diversity in leadership roles as future and current mangers are
recruited/promoted and developed.
University managers aim to:
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
make their personal development as managers a priority by having regular
development conversations as part of their own PDRs and engaging with
appropriate leadership development activities that support the local and
strategic business needs.

be reflective about their leadership and management practise and open to
feedback about their performance. All newly appointed or promoted senior
managers for instance are required to engage in a 360 feed back exercise
one year after appointment. Leadership style and personality questionnaires
and feedback are also available for leaders and managers developing their
levels of self awareness.

accept their responsibility for the development of staff in their areas who have
management responsibilities and through PDRs plan, monitor and evaluate
their development with them.

induct all new managers into their management role effectively ensuring that
supportive plans for development are included.

make financial plans to resource appropriate leadership and management
development for their own business unit.

constantly look for opportunities to develop a more diverse management
team.

manage leadership succession in the business unit so as to retain leadership
talent and develop further those who are demonstrating leadership potential
by creating opportunities for staff to take on more challenging projects, serve
on committees etc.
The University therefore aims to ensure that leaders and mangers of all levels can
access appropriate development opportunities at all stages of their careers.
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This shows the types of leadership and management development opportunities that are
available for a range of different leaders and managers. Further details about each
programme including who each programme is aimed at can be found by clicking the links.
Induction
Period
(first 12
months)
Newly
Promoted/
Appointed
Leaders and
Managers
(1-2 years in
post)
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University Welcome Event
Local Induction
Development needs agreed
Objective setting as part of probation
Coaching opportunities
Senior Researchers Induction
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PDR/Six Month Review
Coaching opportunities
Academic Leaders Programme (Heads of Academic
Units, Deans etc)
Top Management Programme (Pro-Vice Chancellors)
North East Leadership and Management Programme
Preparing for Strategic Leadership Programme (Heads
of Academic and Services Units)
North East Preparing for Strategic Leadership (Heads
of Academic Units and Services Units)
Principal Investigator's Development Programme
Staff Development Unit's 'open' leadership and
management workshops
Guided reading and Learning Resource Centre
resources
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In-Post/
Experienced
Leaders and
Managers
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(2 years plus)
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PDR/Six Month Review
Coaching opportunities
Faculty Futures (HASS only)
Strategic Leadership Development Centres (aspiring
academic Heads)
Success Factors Development Centres
Senior Support Staff Development Programme
Principal Investigator's Development Programme
Senior Strategic Leadership Programme (experienced
senior leaders)
Guided reading and Learning Resource Centre
Leadership Succession
Leadership succession conversations take place at all levels of the university as part
of its annual planning process. The diagram below shows how these conversations
are aligned so as to maximise the benefits for individual leaders and the wider
university.
To find out more about any of these opportunities or to discuss the University’s
leadership and management development provision more generally please contact
Lynne.Howlett@ncl.ac.uk.
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