Leadership Development Program

Case Study

Leadership Development Program

Leadership, Team & Culture

Provision of Life Styles Inventory (LSI) based Leadership Development Program initially with the School Manager group at UniSA. This program formed the basis of a tailored professional learning program developed for the School Manager group with the People, Talent, and Culture Team at UniSA.
This involved individual coaching using the Human Synergistics LSI to embed constructive practices throughout the School Manager group and the teams they lead.

The People, Talent, and Culture Team at UniSA recognised the need for a specific leadership development program designed to meet the unique needs of the School Manager Group. With BRS’ expertise in applying the Human Synergistics framework, we were engaged to facilitate an LSI based project across the School Manager Group. This was to provide specific and measurable information and coaching to participants around their personal styles of thinking, and the resultant behaviours and decision making as experienced within their key professional relationships.

The collective feedback gained from this LSI project was then used to inform the broader development needs of the School Manager Group.

Issue 1 - The People, Talent and Culture team identified the need for the School Manager Group to have a tailored, ongoing leadership development program.

Issue 2 - The LSI tool provided valuable insights to participants around their thinking styles, the personal impact thinking styles can have and the perception of behaviours as experienced by line managers, colleagues, and direct reports.

BRS solution:

Positions of employment in UniSA are classified as either Academic or Professional. The School Manager role is a unique leadership role as it is classified as a Professional position within the university structure, directly reporting to the Head of School which is an Academic role. The School Manager role has a significant operational proportion requiring individuals in their roles to effectively work with key stakeholders across the university structure. This contrasts with the School Manager they report to, and the teams they lead, who all work primarily within their specific academic school. This makes the School Manager role unique within the academic organisational structure of the university.

Provision of LSI based leadership coaching services that were tailored to the unique needs of the client and tertiary sector.
Embedding of constructive behaviours throughout the school manager group and the teams they lead.
Insights gained from School Manager LSI Project combined with BRS’ expertise used to inform future leadership developments needs of School Managers across the university.

Case Study