VET leadership: context, characteristics and capabilities

The Australian Council for Educational Research (ACER) in collaboration with the LH Martin Institute has conducted research to investigate the factors and challenges impacting on [vocational education and training] VET leaders, the influences and support mechanisms shaping their roles, and how they judge effective performance in their role. This paper, composed for the AVETRA 2011 conference, shines light on the personal and interpersonal capabilities required to perform particular roles effectively in an increasingly complex and diverse operating environment. The target group for the study were VET workers who are directly and indirectly concerned with effective quality and change management in registered training organisations. A diverse range of providers participated in the research through interviews, surveys and workshops. The findings highlight the changing, at times conflicting, expectations on those working in the VET sector. Most importantly, the research shines light on practicable solutions and provides a framework for future discussion and research. Supplementary online resources are being developed to provide a basis for reviewing the many 360 degree performance tools in use, but which are not typically underpinned by VET research. These resources will enable validation of existing leadership tools and practices being used for leadership performance management and development. To assist those who find themselves leading large and complex training organisations, this study paints a picture of what VET leaders do, and of how they can do it best.

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