1. Collaborative & Interpersonal Leadership
Queen’s Management & Leadership Framework
Collaborative & Interpersonal Leadership
Personal Skills
Interpersonal & Organisational Awareness
Developing People
Delivery/Results
Creative Thinking & Problem Solving
Decision Making, Prioritising, Planning & Organising
Using Resources
Leading Others
Strategic Focus
Leading & Managing People & Performance
Leading & Managing Change

2. Leading Others
Strategic Focus
Definition: Appreciates the longer term view and strategic context and has the courage to give purpose and direction to take the University forward.
Descriptor: Queen’s leaders understand and advocate the reasons behind the ambitious long term goals of the University and can effectively manage information to contribute to, formulate, translate and communicate strategic focus into realistic objectives for others. They are aware of the importance of Queen’s being connected both locally and globally.
Leading and Managing People and Performance
Definition: Leads by example, manages people and their performance.
Descriptor: Queen’s leaders are confident and professional in their leadership. They have credibility within their own specialism and within their leadership role evidenced by consistently delivering and accepting accountability for results against agreed key performance indicators.
They secure buy in and engagement of others by creating a positive and inclusive work environment, and promote a positive approach to achieving high performance by focusing on performance over process. They set clear expectations for others, upholding clear accountability against academic and/or professional standards. They can effectively plan and allocate work to realise objectives according to the strengths of others and take clear actions to resolve issues with team or individual performance.
Leading and Managing Change
Definition: Anticipates, prepares for, initiates and implements change. Monitors and reviews change initiatives.
Descriptor: Queen’s leaders appreciate the factors that lead to change, and adapt and act accordingly .They can maintain agility in performance by anticipating and responding flexibly to market demands and societal needs and initiating change where appropriate. They understand the concerns of others by communicating change reasons and implementation plans in a clear and timely manner. To ensure change is managed successfully, they monitor and review change initiatives once implemented.
Full Description of Management
& Leadership behaviours under
“Leading Others”

3. Full Description of Leadership
Management behaviours
Under “Collaborative & Interpersonal Leadership”
Collaborative & Interpersonal Leadership
Personal Skills
Definition: Is aware of and develops one’s own personal skills, knowledge, abilities and behaviours.
Descriptor: Queen’s leaders understand and reflect on their own personal leadership style, and can adapt and hone it to suit a range of situations. They lead by example and display resilience and the ability to cope with pressure and conflicting demands.
They manage personal resources effectively and take personal ownership, responsibility and accountability for all their actions, including updating their own specialist knowledge, learning and development.
Interpersonal & Organisational Awareness
Definition: Is aware of the organisation’s culture and one’s own impact on others.
Descriptor: Queen’s leaders communicate effectively (orally and in writing), interact appropriately and network with others to foster beneficial internal and external relationships. They foster a culture of “one University” by understanding the organisational climate in which they work. They can set individual interests aside, supporting and actively implementing collaboration and interdisciplinary ways of working across the Institution. They can negotiate and influence whilst listening to and retaining respect for others and create a climate that recognises and appreciates the skills and contributions of all.
Developing People
Definition: Inspires and Supports others to realise potential.
Descriptor: Queen’s leaders recognise and praise the achievements of others. They encourage team working and empower and enable others to develop and succeed by providing appropriate and timely feedback and development opportunities. They foster an atmosphere of trust and shared leadership to enable others to accept responsibilities, and provide direction and support to others by coaching and mentoring where required.

4. Delivery/Results
Creative Thinking & Problem Solving
Definition: Has the courage and confidence to constructively challenge how things are done and generates original ideas and solutions to achieve quality results leading to high performance.
Descriptor: Queen’s leaders continually look for better ways of doing things. They can identify trends; assess situations and spot issues or opportunities that others may miss. Using this ability, they promote creative and innovative ways of thinking and working to take a new look at issues or problems. They seek out and implement different ways to effectively resolve them.
Decision Making, Prioritising, Planning & Organising
Definition: Makes effective decisions, plans and organises to achieve quality results leading to high performance.
Descriptor: Queen’s leaders have the self confidence to evaluate the alternatives, measure risks and involve the appropriate people before making decisions. They act with conviction and are clear in prioritising what needs to be achieved and participate in and contribute to the planning process within their area. They ensure that individual and team activities are planned, organised and delegated in a fair and consistent manner to achieve appropriate, timely and quality results required for both internal and external customers.
Using Resources
Definition: Is aware of and makes use of financial and physical resources as well as the resources of people and time to achieve quality results leading to high performance.
Descriptor: Queen’s leaders have sufficient commercial awareness to allow them to identify the physical and financial resources required to enable them to deliver their objectives. They can contribute to resource and financial planning within their own area and effectively manage those resources to achieve results, by monitoring their effective use, providing value for money, adapting when priorities change, and planning for contingency and business continuity where required.
Full Description of Leadership
Management behaviours
Under “Delivery/Results”