case study*

Leadership Development at a Russell Group University

case study*

The Russell Group University identified a need to develop a consistent quality of leadership across the university at a time of significant opportunity and challenge for leaders in Higher Education. The focus was:

 

  • The capability to lead the delivery of meaningful strategic outcomes 
  • The collaboration and curiosity to catch the trigger points for change 
  • The connectedness to embody the vision of the university with all its communities

 

Leaders at the University have a depth of expertise in their field and a proven ability to deliver results. They have been rewarded by being made ‘top of their tree’. In these environments, the impulse to fall back on one’s expertise is strong, which can get in the way of strategic thinking and collaboration to deliver commonly-agreed outcomes.

Hennessy Consulting, in close partnership with CA Partners Consulting, was engaged to design and deliver a Strategic Leadership Programme to build the capabilities, confidence and connectedness of leaders in order to fulfil its vision of being a “World-Class, World-Changing University”.

 

The Strategic Leaders Programme was aimed at senior to middle-tier leaders from across the four Colleges and Central University Services, academic and operational leaders learning together. Initially contracted in 2020 for 3 years targeting 85 leaders, the programme was extended a year in 2024 for an additional 30 leaders, following positive participant feedback and ongoing demand. 

 

Sponsors (Senior Leaders of the University) shaped the high-level programme architecture, set the criteria for participant nominations and contributed sessions on the programme, role-modelling leadership from the top.


The Learning Design, co-created with the University People and OD Team, followed our well-honed design process utilising our tested leadership solutions.

The blended design included:

 

  • 360o feedback,

  • a Personal Development Plan,
  • deep learning in Three Development Modules,
  • application through Strategic Delivery Projects, 
  • supported by facilitated Action Learning Sets and 1-to-1 Coaching Sessions which gave time for reflection and embedding,
  • with a mix of in-person, virtual and self-led learning.

 

 

 

In Module One we focused on strategy and the role of leadership in shaping and delivering it:

 

  • Identifying with the University Strategy

  • Setting a local strategic vision

  • Deepening self-insight and reflection as a leader informed by 360 feedback

  • Building leadership credibility and resilience

 

In Module Two we focused on leading collaboratively and empowering others to act:

 

  • Moving away from expert leadership

  • Building a mindset and skillset of empowerment

  • Practising authentic conversations

  • Reaching out to collaborate internally and externally, breaking down barriers

 

In Module Three we focused on leading change. This includes organisational changes, culture change, planned and more agile emergent change:

 

  • Change models, tools and techniques to support the phases of change

  • Anticipating and managing people’s reactions to change

  • Engaging others and gaining commitment to change.

 

Action Learning Sets provided leaders with peer support and challenge, focused on the successful delivery of a key strategic project in their school, college or service.

 

1-to-1 Coaching provided another safe space for reflection, development and learning. Participants used the coaching to unpack their behaviours and mind sets and tackle the blockers that may be getting in the way of moving forwards on their leadership journeys.

 

The Final Showcase Event, with Sponsors attending, marked the end of the programme where participants:

Celebrated their personal learning experience 

 

  • Presented how the programme had contributed to progress on their strategic project, demonstrating how their project supported delivery of wider University strategy

  • Shared how they had developed and grown as a leader.

 

 

 

The University valued the Strategic Leadership Programme’s contribution to:

 

  • Preparing leaders for successful career progression into higher levels of leadership responsibility
  • Building an active network of collaboration and learning across the different Colleges and between academic and university services colleagues
  • Significantly improved delivery of projects linked to University strategy such as attracting overseas students, maintaining quality of student and staff experience with increased admissions, improving quality of the REF submission, leading cross-cutting research themes, engaging with external partners in joint ventures.