The Leadership Pathway identifies and describes leadership capabilities that stem from the SELC Framework. It illustrates the levels of complexity in which the APS operates and identifies new behavioural elements for potential leaders at each stage of their career path.
The Pathway is designed for use by current and future
leaders of the APS and people who are responsible for leadership development.
- supports a whole of government perspective
- provides a foundation for development activities
- clarifies capabilities and behaviours that are expected at executive and senior executive level
- builds on and links to the SELC Framework.
The Pathway is useful in guiding leadership capability development for:
- those aspiring to leadership positions at executive and senior executive levels
- those in transition to the next level or a new role
- those who want to be more effective at their current level.
Human Resource practitioners will use the Pathway to:
- coordinate leadership development opportunities
- workforce plan
- understand bench strength
- support individuals in career planning.
Agencies are at different points in the development of their leaders. In the devolved APS environment this is inevitable. The components of the System have been designed for flexible application. Agencies will select those aspects of the Leadership Pathway that suit their
requirements, adjusting as required to meet their particular context.
The Pathway specifically relates to behaviours that describe leadership at executive and senior executive levels. However, each agency is unique with particular structures, roles and contexts that may offer opportunity to exercise leadership capabilities at levels other than EL and
Pathway's descriptions and behaviours are level specific rather than job
specific. The Pathway may be applied differently by agencies depending on size and location.
The Pathway is a cumulative model, with behaviours identified at one level becoming the 'floor level' for the levels above. There are complex, subtle differences across the levels. The most significant changes in capabilities across the levels are found in:
- Shapes strategic thinking
- Achieves results
- Cultivates productive working relationships.
The Pathway is presented in two ways:
- comparative view of EL1–SES B3 levels
- individual profiles.
Comparative view of the Pathway
The comparative view (below) scans across the levels from EL1 to SES B3 to identify the changes in capability at each level. An overview of the capability descriptions is included in this section. More detailed information on the behaviours that illustrate these capabilities is included in Section 4.1.
Those capabilities where new behaviours have been introduced are shown in bold, while increased complexity is shown in italics.
The Pathway defines a profile for each
level from EL1 to SES B3 (below). The profiles complement agency specific capabilities and individual job requirements. Individuals may use the profile as a guide to identify areas of strength and areas for development. The profiles enable a complete view of the capabilities that would be expected at a particular level.
An overview of the capability descriptions is included in this section. More detailed information on the behaviours that illustrate these capabilities is included in Section 4.4.
The profiles do not contain any mandatory requirements but are a tool to assist individuals to identify development needs and options.