Cambridge Leadership Attributes Framework
Competency
Clusters
Achieving
Excellence in
Performance in
context of
Governance
Behavioural Competency Definitions
Strategy and
Direction
Creates and
communicates vision
Develops strategies to
achieve organisational
goals within the
governance structure;
identifies external
threats and
opportunities and
adapts strategy to
changing conditions
Sets clear objectives
and establishes
priorities
Managing in an
Environment of
Change
Financial Acumen
Demonstrates
comprehensive
understanding of the
application of financial,
accounting, and
economic concepts to
the budgeting and
resource allocation
process of the university
Makes well-informed
and timely financial
decisions with an
understanding of the
consequences and
impact on the
organisation
Personal
Leadership
People
Development:
Engaging and
Developing Others
Communication
Expression of facts and
ideas in a clear and
concise manner using a
variety of settings and
styles to clearly convey
ideas and information of
varying complexity,
taking into account the
varying needs and
interests of the
audience.
Relationship
Building
Builds and leverages
mutually beneficial
relationships and
networks, both internal
and external, which
generate opportunities
for the organisation
Successfully builds and
manages partnerships
and alliances
Decision-Making and
Delivering Results
Understands what needs to
be done and displays drive
to achieve outcomes
through goal setting for
continuous improvement
Understands how to
introduce performance
measurements to align with
strategic objectives
Takes calculated risks to
decisions, effectively
utilising financial and
statistical data appropriately
Commitment
Driven to achieve
results through
personal diligence and
loyalty
Adopts a positive and
optimistic outlook and is
proactive
Is aligned with
university governance,
its culture and values
rather than solely
individual agendas
Creativity and
Innovation
Risk and
Opportunity
Meets challenges with
resourcefulness, generates
suggestions for improving
work and develops
innovative approaches and
ideas
Assesses and
manages risks and
measure impact on
organisation;
Takes calculated risks
to enhance results;
Manages in an
environment of
uncertainty;
Indentifies and takes
advantage of
opportunities in new
and insightful ways
The ability to act with
imagination, displaying
original thinking and
creativity
Influence and
Negotiation
Secures the involvement
and engagement of others,
both within and external to
the organisation
Effectively manages conflict
to reconcile divergent
interests and objectives
Teamwork
Actively engages and
supports teams and
teamwork
Gains and gives trust,
support, cooperation and
respect for others
Focuses team building on
high performance
Creates synergies across
units/departments
Valuing Diversity
Respects that
individuals are different
and harnesses this
diversity for the
achievement of
organisational goals
and plans
Advocates and
demonstrates
inclusiveness of ideas
and people
Develop people and
Mentorship
Supports and facilitates
the development of self
and others to help each
individual reach their
full potential.
Give and receive
constructive feedback
for improved personal
and organisational
performance.
Page 1 of 9
Leadership Competency Framework (Detailed overview to support curriculum development)
Achieving Excellence in Performance in context of Governance
Integration
Strategy and Direction
Creates and communicates vision
Develops strategies to achieve organisational
goals within the governance structure;
identifies external threats and opportunities
and adapts strategy to changing conditions
Sets clear objectives and establishes priorities
Decision-Making and Delivering
Results
Understands what needs to be done and
displays drive to achieve outcomes through
goal setting for continuous improvement
Understands how to introduce performance
measurements to align with strategic
objectives
Takes calculated risks to decisions, effectively
utilising financial and statistical data
appropriately
Commitment
Driven to achieve results through personal
diligence and loyalty
Adopts a positive and optimistic outlook and is
proactive
Is aligned with university governance, its
culture and values rather than solely
individual agendas
Translates vision and strategy into organisation plans and
objectives and aligns with work priorities to ensure
successful delivery and implementation.
Communicates the vision for maximum effort.
Ensures the governance structure and processes are
aligned to the strategy.
Agrees goals, targets and improvement processes for
delivery by teams and deploys resources to achieve
optimum results; makes sound decisions based on complex
data and encourages decision making in others at all levels
Understand the role of the key decision-makers and process
within the university and how decisions are made and
influenced.
Fosters cohesiveness and builds loyalty of others.
Uses communication to create positive motivation and
commitment in others and celebrates success.
Personally shows belief in the ability of the organisation to
succeed and builds optimism and enthusiasm in others.
Operates within the context of the university governance
structure and aligned to its culture and values.
Strategic
Creates a clear, compelling vision of
organisational excellence for the
future, within the context of multiple
future scenarios. Inspires others to
deliver the vision and strategy and is
clear on the relationship between
organisational goals, structure and
performance.
Builds a performance culture ensuring
processes and systems are in place to
support delivery of the strategy.
Makes sound decisions based on
complex data, effectively balancing
innovation and risk. Creates a culture
where it is normal to exceed
performance through the full
engagement and empowerment of all
of its internal and external
stakeholders.
Fosters a culture of openness,
honesty, fairness and integrity where
motivation and achievement are
rewarded and there are high levels of
confidence in the organisation to
succeed.
Displays ability to put aside individual agendas for the
benefit of the organisation.
Page 2 of 9
Managing in an Environment of Change
Integration
Strategic
Financial Acumen
Demonstrates comprehensive
understanding of the application of
financial, accounting, and economic
concepts to the budgeting and
resource allocation process of the
university
Seeks financial and economic data to set performance
goals aligned with the strategy of the organisation.
Understands the use of resource allocation to meet
strategic goals.
Applies appropriate financial tools to decision making and
problem-solving.
Makes well-informed and timely
financial decisions with an
understanding of the consequences
and impact on the organisation
Creativity and Innovation
Encourages innovation and initiative by reducing barriers to
performance, and responding to, or adopting, new ideas
quickly so that they have impact on the organisation.
Encourages and rewards entrepreneurialism and new
initiatives at all levels (especially those which promote the
strategic goals). Uses creativity to adapt to changing
conditions and circumstances.
Meets challenges with
resourcefulness, generates
suggestions for improving work and
develops innovative approaches and
ideas
The ability to act with imagination,
displaying original thinking and
creativity
Risk and Opportunity
Assesses and manages risks and
measure impact on organisation;
Takes calculated risks to enhance
results;
Manages in an environment of
uncertainty;
Indentifies and takes advantage of
opportunities in new and insightful
ways
.
Effectively assesses and manages risks. Balances the
calculation of risks and results.
Ensures systems are in place to enable innovation whilst
minimising the impact of risk, without stifling creativity.
Seeks, identifies, and seizes opportunities which help the
university move forward with its strategic vision. Translates
those opportunities into action plans.
Understands both the financial challenges
and opportunities for the organisation. Has
an understanding of the economic forces
that impact multiple university activities.
Has a well-developed sense of financial
issues and how they impact the strategy,
organisational plans and its stakeholders.
Creates and sustains an environment that
supports experimentation, values initiative
and freedom of action, rewards risk-taking,
reinforces curiosity and challenges the
status quo through freedom and openness
without judgement Encourages new ideas
from employees, fosters a positive attitude
to new ways of solving problems and
provides greater opportunities for
entrepreneurialism.
Understand scenario planning and employ
its techniques when assessing and
managing risks to the organisation.
Ensures the organisation and its culture is
open to new opportunities which advance
the university’s mission and has structure
in place to effectively implement those
opportunities into action.
Page 3 of 9
Personal Leadership
Integration
Communication
Expression of facts and ideas in a
clear and concise manner using a
variety of settings and styles to clearly
convey ideas and information of
varying complexity, taking into
account the varying needs and
interests of the audience.
Influence and Negotiation
Secures the involvement and
engagement of others, both within
and external to the organisation
Effectively manages conflict to
reconcile divergent interests and
objectives
Strategic
Creates impact with diverse audiences through clear,
relevant and passionate communication, tailored to the
audience and to the situation as appropriate.
Applies a range of methods to command attention and
interest.
Is able to make complex ideas simple and takes others
perspectives into account in negotiating or presenting
arguments.
Communicates strategically to achieve
specific organisational objectives, with the
ability to unite diverse people or groups
around a common goal;
Encourages others to value outstanding
communication.
Able to get buy-in and support from others through skilled
negotiating.
Is able to arrive at win-win outcomes.
Forms positive and constructive partnerships which work
together to deliver strategic goals.
Helps others recognise the role of influencing in achieving
objectives;
Effectively resolve conflict and keeps emotions under
control.
Creates strategic networks and uses these
to gain support for plans and goals for the
benefit of the organisation. Builds
commitment and support among multiple
organisations and stakeholders.
Persuades others to reach a consensus
on issues of organisational impact.
Encourages others to use a range of
appropriate influencing techniques
Understands the role of diversity in the strategic objectives
of the institution.
Ensures systems are in place to enable each member of
staff/stakeholder to develop to their full potential.
Develops strategies that value employees
and other stakeholders regardless of race,
gender, disability, age or belief and other
factors consistent with openness and
inclusiveness.
Valuing Diversity
Respects that individuals are different
and harnesses this diversity for the
achievement of organisational goals
and plans
Advocates and demonstrates
inclusiveness of ideas and people
Page 4 of 9
People Development: Engaging and Developing Others
Relationship Building
Builds and leverages mutually
beneficial relationships and networks,
both internal and external, which
generate opportunities for the
organisation
Successfully builds and manages
partnerships and alliances
Integration
Strategic
Gains cooperation and trust of people across multiple
departments establishes rapport & develops and maintains
an effective network of external contacts.
Is able to tune into the interpersonal and political dynamics
around them.
Is open with own views and feelings and encourages others
to do the same.
Understands need to create partnerships and alliances
within the university and among stakeholders.
Creates a climate of trust and openness
where people are treated with compassion
and feel free to speak, knowing they will
be heard and valued without fear of
criticism.
Facilitates groups of individuals to work together on creating
solutions, delivering outstanding results by leveraging talent
in high performance teams. Develops a culture of respect
and recognition for individual contributions
Creates and fosters a culture of teamwork
that values cross-boundary collaboration
so that barriers are broken down and
teams are encouraged to maximise the
skills and experience of the team
members to benefit the organisation
Teamwork and Negotiation
Actively engages and supports teams
and teamwork
Gains and gives trust, support,
cooperation and respect for others
Focuses team building on high
performance
Creates synergies across
units/departments
Develop people and mentorship
Supports and facilitates the
development of self and others to
help each individual reach their full
potential.
Give and receive constructive
feedback for improved personal and
organisational performance
Takes personal responsibility for supporting and developing
others by acting as coach or mentor (informal or formal).
Identifies future key capabilities required by the organisation
and takes responsibility for ensuring development is in place
to meet these needs.
Understands the use of assessment to identify appropriate
individuals and to develop them to create an organisation
based upon capabilities and competencies necessary to
implement the strategy of the institution as well as to meet
its future challenges.
Builds and encourages a culture of
learning through multiple activities,
evaluation and feedback at individual,
team and organisational levels for
continual development of the organisation
and institutes strategies and processes to
promote and support continual learning.
Creates an environment of coaching and
mentoring and ensures opportunities are
available and supported for mentoring to
take place at all levels.
Page 5 of 9
Achieving Excellence in Performance in the Context of Governance
Attribute
Skills and Tools
Strategy and Direction
Creates and communicates vision
Develops strategies to achieve organisational
goals within the governance structure; identifies
external threats and opportunities and adapts
strategy to changing conditions
Sets clear objectives and establishes priorities
Decision-Making and Delivering Results
Understands what needs to be done and
displays drive to achieve outcomes through goal
setting for continuous improvement
Understands how to introduce performance
measurements to align with strategic objectives
Takes calculated risks to decisions, effectively
utilising financial and statistical data
appropriately
Commitment
Driven to achieve results through personal
diligence and loyalty
Adopts a positive and optimistic outlook and is
proactive
- Strategic analysis tools and techniques
- Strategic implementation process
- Internal & external marketing
- Strategy and economics
- Communication
- High Performance teams
- Performance Management
- Managing Uncertainty
- Decision tools and models
- Decision theory
- Data analysis and application
- Systems thinking techniques and application
- Problem-solving
- Organisations and their structures
- Human Resource Management core skills
- Persuasion, influencing & negotiation
- Self-development
- High performance teams
Is aligned with university governance, its culture
and values rather than solely individual
agendas
Page 6 of 9
Managing in an Environment of Change
Attribute
Financial Acumen
Demonstrates comprehensive understanding of
the application of financial, accounting, and
economic concepts to the budgeting and
resource allocation process of the university
Skills and Tools
- Financial Analysis for Business Performance and Financial Strategies
- Resource Allocation Models
- Regulatory environment, annual reports, disclosures
- Framework for financial statement analysis, value-based management
- Capital Budgeting, techniques for valuation
Makes well-informed and timely financial
decisions with an understanding of the
consequences and impact on the organisation
Creativity and Innovation
Meets challenges with resourcefulness,
generates suggestions for improving work and
develops innovative approaches and ideas
The ability to act with imagination, displaying
original thinking and creativity
- Creativity tools and techniques
- Managing risks and opportunities
- Innovation management tools and techniques
- Implementing innovation
- Communication, persuasion and influencing
- Leading an innovation culture
- Entrepreneurial skills
Risk and Opportunity
Assesses and manages risks and measure
impact on organisation;
Takes calculated risks to enhance results;
Manages in an environment of uncertainty;
Indentifies and takes advantage of opportunities
in new and insightful ways
- Risk modelling
- Tools to mitigate risks and exploit opportunities: distribution, diversification and
hedging, the flaw of averages, decision tree analysis, forecasting
- Managing Uncertainty: portfolio effects and value of flexibility
- Communicating risk and opportunity up and down the organisation
Page 7 of 9
Personal Leadership
Attribute
Communication
Expression of facts and ideas in a clear and
concise manner using a variety of settings and
styles to clearly convey ideas and information of
varying complexity, taking into account the
varying needs and interests of the audience.
Influence and Negotiation
Secures the involvement and engagement of
others, both within and external to the
organisation
Effectively manages conflict to reconcile
divergent interests and objectives
Skills and Tools
- Verbal and written communication
- Persuasion, influencing, negotiating skills
- Political awareness - adapting communication for the political climate
- Listening
- Networking skills
- Networking
- Advocacy
- Taking multiple perspectives
- Motivating others
- Negotiating
- Interpersonal communication
- Presentation skills
- Political awareness
- Assertiveness skills
- Self-awareness
Valuing Diversity
Respects that individuals are different and
harnesses this diversity for the achievement of
organisational goals and plans
Advocates and demonstrates inclusiveness of
ideas and people
- Human Resource Management core skills
- Understanding and applying diversity
- Women and leadership
- Listening
Page 8 of 9
Engaging and Developing Others
Attribute
Relationship Building
Builds and leverages mutually beneficial
relationships and networks, both internal and
external, which generate opportunities for the
organisation
Successfully builds and manages partnerships
and alliances
Teamwork and Negotiation
Actively engages and supports teams and
teamwork
Gains and gives trust, support, cooperation and
respect for others
Focuses team building on high performance
Skills and Tools
- Networking
- Political awareness
- Leadership, trust and organisational culture
- Resolving conflict
- Cultural and diversity awareness
- Positive personal communication
- Human Resource Management core skills
- Motivating and influencing others
- Teams theory and team dynamics
- Communication
- Managing conflict
- Give and receive feedback
Creates synergies across units/departments
Develop people and mentorship
Supports and facilitates the development of self
and others to help each individual reach their full
potential.
Give and receive constructive feedback for
improved personal and organisational
performance
- Understanding personal development & learning (individual, team and
organisation)
- Coaching skills
- Managing performance
- Give and receive feedback
- Listening & questioning
- Communication skills
Page 9 of 9