Leaders strive for personal achievement and are visibly proactive and ethical in their dealings with others

This could be exemplified by a leader who:

  • Leads by personal example and delivers on their commitments
  • Earns credibility and respect by demonstrating trustworthiness, integrity and transparency in word and action
  • Is resilient and maintains composure even in time of setbacks or difficult circumstances
  • Demonstrates personal and professional ethics and values when making tough decisions, and builds this into their team’s way of working
  • Demonstrates respect for others, creating a work environment where all employees are treated with fairness and equity
  • Acknowledges mistakes and areas of weakness, treating them as learning opportunities

Why is this capability important?

Leaders who are personally credible and act with integrity are able to create a constructive workplace culture where employees are treated with fairness and respect. The University is committed to promoting a culture of fair and ethical behaviour and to encourage the reporting of behaviour which is not in alignment with this culture.

What does it look like when it's done well?

  • Leaders uphold personal and professional ethics, taking into account UQ’s values.
  • Leaders promote and actively create a culture of fair and ethical behaviour.
  • Leaders act as a role model for others in demonstrating integrity and fairness.
  • All employees contribute to a workplace which upholds the highest ethical standards.
  • Leaders show respect toward all persons including staff members, students and the general public.
  • Leaders take appropriate action if ethics or values are compromised, and encourage others to do the same.
  • Leaders are open to feedback and seek opportunities for development.
  • Genuine mistakes are treated as learning opportunities and reviewed to inform future practice.

Strategies for developing this capability

  • Become familiar with the University's values and Code of Conduct.
  • Complete or review the University's training programs, such as the Ethics Awareness Workshop or EO Online.
  • Facilitate discussions within your team or organisational unit about team values and ethical practice.
  • Remember that perceptions can be very important in ethical situations. Maintain as much transparency as possible about decisions where conflicts of interest or ethical dilemmas may be perceived.
  • Think carefully before making commitments. Are you going to be able to honour your commitment? Do you want to?

Resources and readings

 

Explore the seven leadership capabilities:

Have feedback on the framework? Suggestions for improvement? Resources to share?
Email the UQ Leadership team.

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