Vision on leadership

Leadership is required if we want to do our job well. It is not only supervisors who need to provide leadership; staff members also need to show personal leadership. In your role as supervisor you are responsible for directing your team, and this also involves keeping a close eye on the direction that is being taken by the organisation. For this purpose, you need to show courage and seek connections; you also need to be transparent and you need to dare to be vulnerable. Find out more about Radboud’s vision of leadership:

Radboud-vision-of-leadership.pdf

pdf 1.66 MB

Behaviour

Radboud University’s vision of leadership is comprised of four different themes. These themes have been transformed into specific behavioural indicators, which you can use to develop your leadership qualities.

Theme 1: Vision and strategy

You can formulate a vision of the developments in a discipline.
You can translate these developments into short-term and long-term goals.
You are able to analyse broader scientific, organisational and/or social connections.
You are able to anticipate external developments and respond to them accordingly.
You can look beyond the boundaries of the team and see the bigger picture.
You are aware of your role and you have a sense of proportion.
You encourage innovation and motivate others to meet challenges.
You are capable of creating a working environment in which there is room to experiment.

Theme 2: Decisiveness

You search for the balance between individual ambitions, team interests and the bigger picture.
You can set priorities and bring things into focus.
You insist upon well-defined tasks, competencies and responsibilities.
You are capable of listening to staff members’ arguments and you can also incorporate your staff’s expertise into the decision-making process.
You can make decisions and act decisively.
You are able to create a level of support through clear communication.
You can switch between different levels in the organisation.
You are able to enter into a dialogue when there is a difference of opinion.
You can turn the field of tension between individual interests and the importance of the organisation into a discussable topic.
You exhibit exemplary behaviour.

Theme 3: Connectedness

You can communicate precisely and clearly about the essence of an issue and its process.
You promote a culture in which your colleagues are able to openly discuss work-related matters.
You are able to establish connections between different perspectives.
You insist upon a safe, inclusive and respectful working environment.
You actively promote links between the team and individuals, and you are able to forge ties.
You encourage collaboration, even outside of your own team.
You are able to create a relaxed atmosphere when necessary.

Theme 4: Development and appreciation

You foster the personal development and career development of your staff members.
You are able to tailor your staff members’ development needs to match the goals of the organisation.
You invest in the development of both the individual and the team.
You can recognise the enthusiasm that is conveyed by your staff members.
You actively encourage the prevention and reduction of absenteeism.
You motivate your staff members and give them space and you are able to show your appreciation.
You are able to focus on both individual and team performance.

Development

Develop your leadership skills with a leadership programme and tool for gathering external feedback.

‘Courage, Connectedness, and Openness’ leadership programme

You can take the ‘Courage, Connectedness, and Openness’ leadership programme if you wish to find out more about leadership. Your director or dean will invite you to participate in this programme. This programme has been designed for: