northumbria university leadership attributes to the northumbria university leadership attributes...

Northumbria University

Leadershipattributes

www.northumbria.ac.uk

Introduction to the Northumbria University Leadership Attributes 3

The Leadership Attributes in outline 4

Setting direction 7

Communicating and influencing 8

Meeting the needs of our stakeholders 11

Empowering others to deliver 12

Fostering collaboration 15

Driving innovation and change 16

Acting with integrity 19

Contents

introduction to the Northumbriauniversity Leadership attributes

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leadershipattributes

The Leadership Attributes summarise the key skills,knowledge and behaviours needed by the University’sleaders to help the University achieve its Mission;

‘Northumbria creates and applies knowledge for the benefit of individuals, communities and the economy. Through excellent research,teaching and innovation we transform lives,making a powerful contribution to cultural andeconomic development and regeneration, in thecity and region, nationally and globally’.

Each Attribute supports the University’s Core Principles andValues of Academic Excellence, Community, Inclusivity,Integrity and Professionalism.

Why did we develop the Leadership attributes? The Leadership Attributes are intended to guide and support the University’s current and emerging oraspiring leaders by:

• Setting out a clear summary of what good leadershiplooks like in our organisation

• Providing a clear set of expectations that can be used toconsider individual development needs or to recruit intoleadership roles

• Improving the way that performance is managed byproviding a clear ‘benchmark’ for current Universityleaders and those who are emerging into, or aspiring to, a leadership role

• Establishing a clear set of leadership requirements thatcan be used by Human Resources to plan training anddevelopment for the University’s leaders and those whowish to move into a leadership role

• Supporting, motivating and equipping our leadershipgroup to take the University forward to achieve its Mission

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Setting direction Developing and delivering the University’s Vision for the future

Communicating and influencing Building understanding and engagement across a wide range of internaland external stakeholders

Meeting the needs of our stakeholders Showing a real commitment to understanding and addressing the needs of diverse stakeholders in line with the strategic objectives of the University

Empowering others to deliver Directing and supporting colleagues to deliver against agreed targets andstandards

Fostering collaboration Working as ‘One University’ by working closely with individuals andorganisations inside and outside the University to benefit the University asa whole

Driving innovation and change Demonstrating openness to learning and change; looking for more effective ways of doing things

Acting with integrity Consistently demonstrating the University’s Values and actively promotingthe highest standards of integrity

this document outlines each of the seven Leadership attributes. titles and definitions are as follows:

Each Leadership Attribute is described at two levels,illustrating the ways of working required from Aspiring and Emerging Leaders (on the left hand side) and Leaders(on the right hand side). ‘Aspiring and Emerging Leaders’may also demonstrate all of the attributes required by‘Leaders’ as they develop towards a leadership role.‘Leaders’ are required to demonstrate all the attributesrequired from ‘Aspiring and Emerging’ Leaders.

Each attribute includes examples of ways in which it isdelivered on a day to day basis.

These examples are not exhaustive and are providedsimply to illustrate each Attribute in more detail.

Leadership Attributes are designed to be consideredalongside the academic, professional or technical skillsand knowledge required for each role.

the Leadershipattributes in outline

be considered alongside the academic, professional or technical skills and knowledge required for each role

Leadership Attributes are designed to‘‘ ‘‘

of medium term plans to build consensus and allow them to shape their own goals and aspirations to fit with the bigger picture

Engage others in the development ‘‘ ‘‘

1. Maintain a broad understanding ofdevelopments in the Higher Education sector

2. Use external relationships to identifyopportunities for the University

3. Understand the medium term plans for theirown area and their own contribution to them

4. Understand the strategic implications of day today operational issues

5. Support the strategic development of the areathey work in

6. Support medium term planning for cross-university developments or projects

1. Develop medium term plans which reflect boththe diversity of the University’s provision and theCorporate Strategy and Values

2. Show vision and ambition for their own area andthe University as a whole

3. Engage others in the development of mediumterm plans to build consensus and allow them toshape their own goals and aspirations to fit withthe bigger picture

4. Inspire others by communicating medium termplans in a way that is clear and engaging andwhich addresses any uncertainty or ambiguity

5. Demonstrate a good understanding of theemerging trends that will affect future strategy

6. Participate in external forums as a leader in theirfield to further the interests of these organisationsor influence thinking on behalf of the University

• Cannot explain the University’s CorporateStrategy, even in broad outline

• Do not understand the medium term plans fortheir own area

• Focus only on short term issues and problems

• Fail to keep up to date with changes in thesector or own subject/discipline

• Make decisions which conflict with theUniversity’s Corporate Strategy

• Promote their own agenda ahead of theCorporate Strategy and Values

Contra indicators (apply at both levels)

developing and delivering the university’s Vision for the future

aspiring and emerging Leaders... Leaders…

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Academic Excellence • Community • Inclusivity • Integrity • Professionalism

setting direction

1. Foster a culture of collegiality by seeking andrespecting the views and opinions of others

2. Build effective relationships by demonstratingempathy and understanding for others

3. Foster confidence and support by involvingcolleagues in key decisions

4. Express difficult issues confidently andassertively to build understanding andconsensus

5. Support constructive debate by contributingtheir own ideas in an open and positive way

6. Manage their own emotions to influenceeffectively, without being defensive oraggressive

1. Communicate in a way which energises andinspires others and demonstrates commitmentto the University’s Strategy

2. Take the time to be visible and interact withindividuals throughout the University and externally

3. Encourage debate and demonstrate flexibility inresponding to constructive challenges fromothers

4. Encourage the free flow of information and taketime to explain the reasons for importantdecisions and respond to any reservations ordoubts

5. Demonstrate an inclusive style which makes allcolleagues feel valued, important and that theircontribution is welcomed

6. Use an understanding of organisational cultureand values to influence effectively acrossdifferent stakeholder groups

• Prevent others from expressing their opinions

• Become angry or sarcastic when underpressure

• Avoid delivering difficult messages

• Do not adapt their own style to meet therequirements of the situation

• Create barriers to communication (e.g. by not answering letters or emails)

• Underestimate cultural differences


Communicating and influencingbuilding understanding and engagement across a wide range of internal andexternal stakeholders



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Note: ‘Stakeholders’ includes individuals, communities or organisations that are served by the University e.g. students, fundingcouncils, the academic community, the local community and business organisations. It also includes internal stakeholderswithin the University that are served by a Faculty or Service.

energises and inspires others and demonstrates commitment to the University’s Strategy

Communicate in a way which ‘‘ ‘‘

and monitor standards of excellence for their own area or for the University as a whole

Define, promote, communicate ‘‘ ‘‘

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1. Take time to understand the expectations ofrelevant stakeholders relating to their own areaof responsibility

2. Demonstrate a personal commitment todelivering an outstanding provision (e.g.teaching, research, internal services) to theirstakeholders

3. Use an understanding of how the servicesdelivered by their own area of responsibility aremeasured to establish the current and desiredlevel of performance

4. Work to develop their own area’s reputationwith key internal and/or external stakeholders

5. Take personal responsibility for promoting theneeds of stakeholders (e.g. students) resolvingproblems and issues

6. Balance the academic or professional integrityof own area of responsibility with the need todeliver against University objectives

1. Understand and manage the expectations ofcomplex stakeholders (e.g. governmentdepartments)

2. Ensure the expectations of stakeholders (e.g.students) are reflected in the strategic planningfor their own area of responsibility

3. Define, promote, communicate and monitorstandards of excellence for their own area or forthe University as a whole

4. Lead changes to ways of working to ensurestakeholder expectations are understood andaddressed

5. Ensure investment is focused on improving thequality of provision in line with the University’sstrategic objectives

6. Work to promote the University’s reputation andstanding with its stakeholders

• Do not understand their own impact onstakeholders

• Make assumptions rather than seeking tounderstand stakeholder expectations

• Abdicate responsibility for addressing theexpectations of stakeholders

• Regard negative feedback from stakeholdersas unimportant

• Focus on activity which does not have apositive impact for stakeholders

• Make decisions which jeopardise the serviceprovided to stakeholders


Meeting the needs of our stakeholders showing a real commitment to understanding and addressing the needs of diversestakeholders in line with the strategic objectives of the university



Note: ‘Stakeholders’ includes individuals, communities or organisations that are served by the University e.g. students, fundingcouncils, the academic community, the local community and business organisations. It also includes internal stakeholderswithin the University that are served by a Faculty or Service.

1. Show determination to meet targets, standardsand deadlines and deliver their owncommitments to others

2. Make timely and careful decisions based on anappropriate level of analysis and consultation

3. Put in extra time and effort to overcomeworkload problems or to meet importantdeadlines

4. Take the time to support colleagues or teamswho are under pressure

5. Proactively seek input or support from otherswhen this is required to improve the quality of atask or a decision

6. Show recognition for the work of colleagues bygiving praise and credit where it is due

1. Establish clear accountabilities, targets andstandards for individuals and teams to maintainfocus and alignment against the University’sobjectives

2. Empower others by encouraging and supportingdelegated responsibility to allow individuals toshape their own area of responsibility in line withthe University’s objectives

3. Make timely, effective decisions whichdemonstrate a willingness to take appropriaterisks and deliver results for the University

4. Demonstrate a commitment to helping the teamto deliver results, for example by spending timecoaching and supporting others

5. Tackle performance issues with resolve andcompassion to develop the performance ofindividuals and the team

6. Personally recognise good performance acrossthe University so that individuals and teams feelappreciated and valued

• Do not establish clear objectives anddeliverables

• Make promises that cannot be delivered

• Fail to deliver agreed outcomes

• Ignore requests for help; leave others to resolveproblems

• Avoid tackling performance issues

• Do not delegate appropriately and effectively


empowering others to deliver directing and supporting colleagues to deliver against agreed targets and standards

aspiring and emerging Leaders... Leaders...

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helping the team to deliver results, for example by spending time coaching and supporting others

Demonstrate a commitment to ‘‘ ‘‘

mutual trust and esteem with internal and external partners

Communicate to build ‘‘ ‘‘

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1. Demonstrate a good understanding of thework of other parts of the University and itsexternal partners

2. Share information with other teams to aligneffort and improve performance

3. Proactively support colleagues or teams toachieve their objectives

4. Communicate to build mutual trust and esteem with internal and external partners

5. Share best practice with other teams andexternal partners to build collaboration

6. Work for the greater good of the University bypromoting the University’s Vision and Valuesahead of objectives of own team

1. Build a culture of mutual respect, support and collaboration

2. Develop roles, structures and systems toestablish the ‘rules of the game’ and drivecollaboration across the University

3. Help colleagues to understand what is required bycommunicating and supporting opportunities forcollaboration with internal and external partners

4. Create and support an organisational climatethat encourages both ‘top down’ and ‘bottom up’teamworking and collaboration

5. Navigate internal/external organisationaldynamics to develop and nurture collaboration

6. Recognise and promote successful collaboration across the University

• Avoid opportunities to collaborate with other teams

• Fail to acknowledge the success orcontribution of others

• Disregard the impact of their own decisionson other parts of the University

• Avoid seeking input from another team when itis needed

• Fail to share resources for the wider benefit ofthe University

• Seek to make progress at the expense of otherparts of the University


Fostering collaboration Working as ‘One university’ by working closely with individuals and organisationsinside and outside the university to benefit the university as a whole



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1. Seek and utilise feedback from others tounderstand their own strengths and areas fordevelopment

2. Take responsibility for own development andproactively focus personal time and effort onimproving their own capability

3. Set aside time to generate new ideas toimprove the performance of their own area ofresponsibility

4. Show a willingness to recognise and adoptgood ideas whatever their source

5. Demonstrate a positive and flexible attitude to change aimed at meeting the future needsof the University

6. Give and receive constructive feedback andsupport to help colleagues develop

1. Promote flexibility and innovation aimed atdelivering the University’s strategic objectives

2. Focus innovation where it will make the biggestdifference to the success of the University as awhole

3. Lead and support others through change todeliver planned outcomes and manage anynegative impact on individuals

4. Ensure that the University invests in the skillsrequired to support new ways of working

5. Inspire and support colleagues to help themreach their full potential by nurturing talent andcreating the conditions for others to succeed

6. Support individuals when mistakes have beenmade to allow them to learn from the experience

• Do not own up to mistakes

• Take the credit for another’s ideas

• Fail to support colleagues who ask for help

• React negatively to adverse feedback

• Encourage a blame culture

• Resist agreed change


demonstrating openness to learning and change; looking for more effective ways of doing things

aspiring and emerging Leaders... Leaders...


driving innovation and change

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make the biggest difference to the success of the University as a whole

Focus innovation where it will ‘‘ ‘‘

modelling the University’s ValuesInspire others by role ‘‘ ‘‘

1. Show a belief in the work of universities

2. Demonstrate the University’s Values on a day to day basis

3. Show respect for others, even in difficult orhighly charged situations

4. Approach situations in a courteous, fair andopen minded way

5. Show personal courage, tenacity and resiliencewhen dealing with difficult or challengingissues

6. Act in a way which is open, genuine and transparent and which demonstratespersonal integrity

1. Inspire others by role modelling the University’s Values

2. Show a willingness to address challengingissues and make difficult decisions

3. Demonstrate leadership support for colleagues who are working through difficult or challenging times

4. Support others to demonstrate the higheststandards of integrity in the face of difficultethical challenges

5. Demonstrate leadership by confronting unethical behaviour in others and encouragingothers to do so

6. Ensure their roles in the University’s operations(processes, systems etc) supports a culture ofopenness and integrity

• Are not open and honest in dealings with others

• Allow unethical behaviour to passunchallenged

• Say one thing and do another

• See only the negative in challenging or difficult situations

• Avoid difficult issues

• Quickly become negative or demotivated by day to day challenges


acting with integrity Consistently demonstrating the university’s Values and actively promoting thehighest standards of integrity


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For more guidance on theinterpretation and applicationof the Leadership Attributes,

please refer to the HRWebsite or ask a colleague in

the HR Management Team.

www.northumbria.ac.uk/hr

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northumbria university leadership attributes to the northumbria university leadership attributes...

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