The Centre for Leadership Training promotes the development of existing
and emerging leaders and attempts to create a committed and diverse network of leaders in Higher Education Institutions. The Centre provides service and support dedicated to the advancement of efective leadership, governance, and management through programs specifcally designed to provide knowledge of the theories, practices, and skills needed to enable leaders to lead their respective organisations more efectively. Tese programmes are inclusive and focus on the development of leadership skills at all levels in the Higher Education organisation. This strategy aims to nurture and develop insights leading to the discovery of new knowledge, innovation, and ultimately to both individual and organisational transformation. The Centre helps existing and emerging leaders develop more efective leadership capabilities in order to address the social, technological, and political challenges in the highly complex and shifting global landscape. The Centre provides opportunities for current and aspiring leaders to educate themselves on the intricacies of academic leadership. The Centre’s programmes have been designed to help develop the comprehensive knowledge, skills, and behaviour needed to be successful now and in the future. The programme topics are geared to enhance competencies essential to high performance and professional success. Te training attempts to clarify issues by providing leading cutting-edge examples and insightful case studies.

Through its programmes, the Centre strives to transform higher education leaders and their institutions by providing high quality professional development experiences. Te Centre’s mission is to ofer participants a premier experience designed to develop and enhance the skills essential to achieving success and excellence in higher education.

The Centre for Leadership Training has formulated its Leadership Model and Leadership Competency framework which act as the foundation for the design and delivery of its leadership and management development programmes. What is needed to achieve quantum success is strong leadership and excellent organisational / managerial capabilities. Te framework, thus, features leadership not only as personal qualities, but also as an organisational function. The Leadership competency framework focuses on the integration of the fve target competencies in its programmes and introduces leadership organisational capabilities that defne the drive for excellence in the performance of higher education leaders.


The Leadership framework is structured around fve broad domains or clusters of competencies which attribute to the success of leaders in higher education. Tis framework has been modeled on core as well as generic functional and professional competencies, and leadership attributes and competencies. Tese are the specifc sets of competencies needed to establish a corporate culture that is results-driven, oriented to both clients and stakeholders, nurtures and promotes successful teams and coalitions within and outside the organisation. Excellent transformational academic leaders are distinguished by their:

• broad-based impact and infuence,
• acknowledged areas of expertise and a directory of research,
• respected collaborative alliances, habitual writing, highly-cited publications, and
• role model status refective of their high values and integrity.

COMPONENTS OF THE LEADERSHIP FRAMEWORK
The heart of the leadership framework encompasses values and ethics, emotional and spiritual intelligence, as well as communication and interpersonal skills. Te framework divides leadership competencies into fve clusters or domains namely: Leading Change, Leading People, Driving Results, Business Sagacity, and Moral Compass. Te skills or attributes pertaining to each domain are elaborated below. Tese indicators, however, are not exhaustive but describe key actions or behaviour traits associated with each competency.

LEADING CHANGE
encompasses a set of core competencies needed to drive the organisation onto the cutting edge of embracing transformation and change, which involves the ability to initiate strategic change, both within and outside the organisation to meet challenges and organisational goals. Inherent in this is the ability to establish an organisational vision and implement it in a continuously changing environment. Leaders must be aware of the local, national, and international policies and trends afecting the organisation and shaping stakeholders’ views. Leaders must deal efectively with pressure (resilience), be open to change, adapt swiftly to changing conditions (fexibility), capitalize on opportunities, manage risks (strategic thinking), and encourage new ideas and innovations.

DRIVING RESULTS
is a set of competencies involving the ability to be alert to novel, untested opportunities, manage ambiguity comfortably, take and manage risks (entrepreneurship), and meet clients and stakeholders’ expectations. Tis includes the ability to make decisions that produce high-quality results and hold themselves and others accountable for measurable high-quality, timely, and cost-efective results. In addition, leaders need to understand and appropriately apply principles, procedures, and policies related to specialized expertise. In driving for excellence, leaders are able to demonstrate drive, urgency, and assertiveness in the relentless pursuit of results.

LEADING PEOPLE
is a skill that involves the ability to lead people towards meeting the organisation’s vision, mission, and goals. Inherent in this is the ability to provide an environment which supports superior performance and opportunities for others to maximise their long-term potential, foster development, facilitate cooperation and teamwork, and manage and resolve conficts and disagreements in a constructive manner. Leaders must mobilize teams by building the momentum necessary to get things done by communicating clearly and consistently, and investing time and energy to engage the whole organisation. Leaders must build, nurture, and value relationships with others in order to foster a cooperative climate.

BUSINESS SAGACITY
focusses on skills involving the ability to deliver results by maximizing organisational efectiveness and sustainability, and creating excellence by setting the highest standards through benchmarking against the best in class in managing human, fnancial, and information resources. Leaders are able to lay the groundwork by building coalitions with key players, developing networks and alliances, engaging in cross-functional activities, collaborating across boundaries, and fnding a common ground among a diverse range of stakeholders within the framework of a shared agenda and strategy.

MORAL COMPASS
which lies at the heart of the leadership competency framework encompasses values of personal accountability and ethics; the ability to utilise emotional intelligence in sensing and understanding the needs, feelings, and concerns of others. Leaders should treat others with courtesy, sensitivity, and respect; consider and respond appropriately to the needs and feelings of diferent people in diferent situations; espouse clear and convincing communication, recognize and assess their own strengths and weaknesses; vigourously pursue self-development; engage with others in an honest, fair, and ethical manner; model high standards of ethics, and ensure that management of information and knowledge is conducted with integrity, where decisions and transactions are transparent and fair. Leaders need to ensure that everyone at all levels in the organisation plays a key role and is held responsible for the success of the organisation.

Compliance is evaluated through periodic accountability evaluation and assessments. This will be carried out by the Centre for Leadership Research and Innovation.

The Centre believes in and upholds the axiom that;
“Nothing transforms an organisation more than strong and energized leadership”