The Work Foundation has worked with the University of York to deliver a development program for its top 60 leaders designed to address some of the specific challenges faced by a modern university. The program is intended to engage senior leaders in strategic dialogue, to enable them to engage with the complex challenges facing the organization and to embed networks to deliver tangible organizational improvements. This paper seeks to examine this issue.
The program builds on three principles. First, it is deeply integrated into the work environment through the use of strategic improvement idea groups (SIIGs); second, it explores and works with cultural issues; and third, it embraces collective development co‐designed with participants.
The resultant program has helped York win the “outstanding contribution to leadership” award at the 2009 Times Higher Education awards and delivered a host of benefits to individuals and the organization, including a shift in the culture of leadership towards a collegiate community of leaders.
The co‐creation of the program has meant that it has been owned by the university and the participants and allows the program to live what it teaches. The program embraces the multitude of perspectives that exist in organizations to create more robust, novel and sustainable outcomes.
The co‐created program brings academic and support staff together to work on common issues, recognizing the ability of participants to engage with complex challenges and emphasizing the value of the collective in resolving them. The formation of SIIGs delivers a return on investment.
