Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners

PSPGOV604A Mapping and Delivery Guide
Foster leadership and innovation

Version 1.0
Issue Date: May 2024


Qualification -
Unit of Competency PSPGOV604A - Foster leadership and innovation
Description This unit covers the competency to foster leadership and innovative work practices in others. It includes providing a model of innovative practice, organising workgroups to develop innovation and leadership, organising work assignments to facilitate innovation, supporting workgroup to develop leadership and innovation, monitoring innovation and leadership development and providing feedback on innovation and leadership development.In practice, fostering leadership and innovation may overlap with other generalist or specialist public sector work activities such as acting ethically, complying with legislation, providing client service, leading a group, developing policy, managing projects, etc. This is one of 6 units of competency in the Working in Government Competency Field that deal with working with others.Related units are: PSPGOV302B Contribute to workgroup activities PSPGOV404B Develop and implement work unit plans PSPGOV511A Provide leadership PSPGOV516A Develop and use emotional intelligence PSPMNGT701B Provide strategic directionNo licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Employability Skills This unit contains employability skills.
Learning Outcomes and Application Not applicable.
Duration and Setting X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.
Prerequisites/co-requisites Not applicable.
Competency Field Working in Government.
Development and validation strategy and guide for assessors and learners Student Learning Resources Handouts
Activities 		Slides
PPT 		Assessment 1 Assessment 2 Assessment 3 Assessment 4
Elements of Competency Performance Criteria              
Element: 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
       
Element: 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
       
Element: 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
       
Element: 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
       
Element: 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
       
Element: 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
       
Element: 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.
       
Element: 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.
       
Element: 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.
       
Element: 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.
       
Element: 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.
       
Element: 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.
       


Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.

Units to be assessed together

Pre-requisite units that must be achieved prior to this unit:Nil

Co-requisite units that must be assessed with this unit:Nil

Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:

PSPETHC601B Maintain and enhance confidence in public service

PSPGOV602B Establish and maintain strategic networks

PSPGOV605A Persuade and influence opinion

PSPMNGT602B Manage resources

PSPMNGT604B Manage change

PSPMNGT605B Manage diversity

PSPMNGT608B Manage risk

PSPMNGT609B Formulate business strategies

PSPMNGT613A Develop partnering arrangements

PSPMNGT615A Influence workforce effectiveness

PSPLEGN601B Manage compliance with legislation in the public sector

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:

the knowledge requirements of this unit

the skill requirements of this unit

application of Employability Skills as they relate to this unit

leadership and innovation fostered in a range of (3 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, policy, procedures and protocols relating to the public sector

case studies and workplace scenarios to capture the range of situations likely to be encountered when fostering leadership and innovation

Where and how to assess evidence

Valid assessment of this unit requires:

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when fostering leadership and innovation, including coping with difficulties, irregularities and breakdowns in routine

leadership and innovation fostered in a range of (3 or more) contexts (or occasions, over time).

Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:

people with disabilities

people from culturally and linguistically diverse backgrounds

Aboriginal and Torres Strait Islander people

women

young people

older people

people in rural and remote locations.

Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:

case studies

portfolios

projects

questioning

scenarios

authenticated evidence from the workplace and/or training courses

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments

Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, checklist) and due date here

Assessment task 1: [title]      Due date:

(add new lines for each of the assessment tasks)

Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

This section describes the essential skills and knowledge and their level, required for this unit.

Skill requirements

Look for evidence that confirms skills in:

applying legislation, regulations and policies relating to the public sector

providing leadership and delegation

applying innovation in own work

communicating with a diverse workforce including listening, giving and receiving feedback and conflict resolution

mentoring and motivating others

undertaking evaluation

matching staff competence to task requirements

responding to diversity, including gender and disability

applying procedures relating to occupational health and safety and environment in the context of fostering leadership and innovation

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

legislation, regulations, policies, procedures and guidelines relating to the public sector

innovation and its application in the workplace

leadership principles

techniques for evaluating performance

group dynamics

mentoring and learning principles

equal employment opportunity, equity and diversity principles

public sector legislation such as occupational health and safety and environment and sustainability practices in the context of fostering leadership and innovation

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.

Innovation is:

the capacity to come up with and develop new ideas or the new use of an old idea

conceptualisation

generation of ideas

risk taking

interpretation

collaboration

representation

reflection

evaluation.

Encouraging innovation may include:

providing supportive communication

allowing follow through with ideas

providing enough but not too much guidance and structure

providing training and learning opportunities

encouraging risk taking

providing time and resources

Barriers to innovation may include:

conservative organisational culture

risk averse rather than risk management approaches

lack of time and resources available to assess the impact of possible innovations

Information about team members may include:

work preferences

past jobs

interests

working styles

lifestyle preferences

skills and expertise

Legislation, policy and procedures may include:

State/Territory and Commonwealth legislation and regulations such as:

public sector management acts

financial management acts

privacy legislation

equal employment opportunity, anti-discrimination and harassment legislation

occupational health and safety legislation

consumer legislation

environment legislation

sustainability practices

risk management guidelines

ethics and accountability standards

public sector standards

fraud control standards

government security standards

organisational policy, procedures and protocols

work agreements

External stimuli and knowledge might come from:

technical experts

other organisations

fellow team members

life experience

journals

the Internet

networks

Guidance may include:

action learning

coaching

mentoring

counselling

skills training

modelling

Work activities that can benefit from innovationmay include:

products

processes

services

systems

tools

work practices in all fields of work

Evaluation may include:

feedback from team members or other staff

feedback from clients or work-based managers

work related statistics and reports

Leadership styles may include:

capacity to:

delegate

think laterally

communicate

trust team members

capacity to be:

open-minded

fair

responsible

collaborative

inspirational

reflective

empathetic

equitable

visionary

Innovation may be celebrated through:

positive feedback from fellow staff and clients

presentation to peers and higher management

articles in newsletters

improved work practices

Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.

Observation Checklist

Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice Yes No Comments/feedback
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 
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 
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 
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 
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 
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 
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. 
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. 
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. 
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. 
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. 
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. 

Forms

Assessment Cover Sheet

PSPGOV604A - Foster leadership and innovation
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I declare that the assessment tasks submitted for this unit are my own work.

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Assessment Record Sheet

PSPGOV604A - Foster leadership and innovation

Student name:

Student ID:

Assessment task 1: [title] Result: Competent Not yet competent

(add lines for each task)

Feedback to student:

 

 

 

 

 

 

 

 

Overall assessment result: Competent Not yet competent

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