Elements and Performance Criteria
- Provide a model of innovative practice
- The value placed by the organisation on leadership and innovation is promoted and reinforced
- Effective leadership styles and the use and benefits of innovative work practices within workgroups are identified and shared with workgroup members
- Effective leaders reflective of a range of leadership styles are identified and workgroup members are provided with opportunities to learn from them
- Innovative work practices are modelled and encouraged in the workgroup
- Barriers to innovation are identified and addressed with the workgroup
- Organise workgroups to develop innovation and leadership
- Performance requirements for the workgroup are analysed
- Information is gathered about workgroup members in accordance with legislation, policy and procedures
- Strengths and weaknesses of individual workgroup members are identified in a manner that takes account of cultural and individual differences
- Workgroup roles are assigned to match individual capacities and leadership styles to work requirements
- Selection and assignment of workgroup members is made to foster sharing of ideas
- Organise work assignments to facilitate innovation
- Work is structured and allocated to support rather than hamper innovation
- Work assignments are communicated to workgroup members in ways that encourage and reinforce workgroup-based innovation
- Tasks and activities are allocated to ensure the best use of workgroup skills
- Timeframes and resources that allow for innovation are included in work assignments
- Support workgroup to develop leadership and innovation
- Workgroup members are encouraged to work collaboratively on work assignments
- Workgroup members are encouraged to share work information, knowledge and experiences in their day-to-day work
- Workgroup members are encouraged to seek external stimuli and knowledge and to set up and maintain networks that support the development of leadership and innovation
- Guidance is provided to workgroup members in ways suited to their current knowledge and experience on the use of innovation skills
- Workgroup members are encouraged to take a leadership role at different times throughout work assignments in accordance with their strengths or development needs
- Workgroup members are coached to ensure they have the enabling skills to underpin the development of leadership and innovation skills
- Monitor innovation and leadership development
- Workgroup members are actively encouraged to reflect on activities and opportunities for innovation
- Workgroup activities are evaluated based on feedback from workgroup members, management, clients and other interested people
- Suggestions for work improvements made by workgroup members are encouraged and implemented in line with organisational requirements
- Reviews of the application of innovation and leadership skills are recorded and presented as required
- The development process is reviewed and both positive and negative outcomes are discussed and constructively analysed
- Provide feedback on innovation and leadership development
- Feedback from review processes is discussed within the group and used to inform future innovation and leadership planning
- Different leadership styles and their value in providing inspiration or closure at various points in the innovative process are acknowledged
- Successful innovations are celebrated in accordance with organisational policy and procedures
- Problems in the use of innovation skills are discussed and resolved in a constructive way
- Provide a model of innovative practice
- The value placed by the organisation on leadership and innovation is promoted and reinforced.
- Effective leadership styles and the use and benefits of innovative work practices within workgroups are identified and shared with workgroup members.
- Effective leaders reflective of a range of leadership styles are identified and workgroup members are provided with opportunities to learn from them.
- Innovative work practices are modelled and encouraged in the workgroup.
- Barriers to innovation are identified and addressed with the workgroup.
- Organise workgroups to develop innovation and leadership
- Performance requirements for the workgroup are analysed.
- Information is gathered about workgroup members in accordance with legislation, policy and procedures.
- Strengths and weaknesses of individual workgroup members are identified in a manner that takes account of cultural and individual differences.
- Workgroup roles are assigned to match individual capacities and leadership styles to work requirements.
- Selection and assignment of workgroup members is made to foster sharing of ideas.
- Organise work assignments to facilitate innovation
- Work is structured and allocated to support rather than hamper innovation.
- Work assignments are communicated to workgroup members in ways that encourage and reinforce workgroup-based innovation.
- Tasks and activities are allocated to ensure the best use of workgroup skills.
- Timeframes and resources that allow for innovation are included in work assignments.
- Support workgroup to develop leadership and innovation
- Workgroup members are encouraged to work collaboratively on work assignments.
- Workgroup members are encouraged to share work information, knowledge and experiences in their day-to-day work.
- Workgroup members are encouraged to seek external stimuli and knowledge and to set up and maintain networks that support the development of leadership and innovation.
- Guidance is provided to workgroup members in ways suited to their current knowledge and experience on the use of innovation skills.
- Workgroup members are encouraged to take a leadership role at different times throughout work assignments in accordance with their strengths or development needs.
- Workgroup members are coached to ensure they have the enabling skills to underpin the development of leadership and innovation skills.
- Monitor innovation and leadership development
- Workgroup members are actively encouraged to reflect on activities and opportunities for innovation.
- Workgroup activities are evaluated based on feedback from workgroup members, management, clients and other interested people.
- Suggestions for work improvements made by workgroup members are encouraged and implemented in line with organisational requirements.
- Reviews of the application of innovation and leadership skills are recorded and presented as required.
- The development process is reviewed and both positive and negative outcomes are discussed and constructively analysed.
- Provide feedback on innovation and leadership development
- Feedback from review processes is discussed within the group and used to inform future innovation and leadership planning.
- Different leadership styles and their value in providing inspiration or closure at various points in the innovative process are acknowledged.
- Successful innovations are celebrated in accordance with organisational policy and procedures.
- Problems in the use of innovation skills are discussed and resolved in a constructive way.