Shaping the WIL Vision Creating and sustaining WIL relationships Fostering WIL engagement Communicating and influencing Driving organisational outcomes WIL Context

The WIL Leadership Framework

The WIL Leadership Framework Overview

 



The five domains of the WIL Leadership Framework

 

The WIL Leadership Framework represents a multi-layered description of the capabilities employed by WIL leaders. These WIL capabilities have been integrated into five WIL leadership domains:

Within each domain is a set of scoping statements that describe the activities performed by a WIL leader. Also within each domain is a set of indicative approaches that WIL leaders can use to enable and enact WIL leadership. These domains of WIL leadership capabilities are role independent and interpret leadership within the context of multiple WIL settings and roles.

The role of each individual is situated, and interpreted, within the WIL Context. The Framework recognises that WIL leadership is distributed across the roles within an institution or organisation, but also across the university and its WIL partners. For example, a WIL placement officer will derive as much benefit from the Framework as a CEO who is delivering organisational-wide outcomes around WIL. This WIL Context layer of the Framework was developed in response to the validation process of the Framework where participants strongly favoured contextualisation of WIL roles.

Each domain is divided into a set of scoping statements, which define the extent of the domain and a set of indicative approaches that offer insight into the activities required of WIL leaders. The set of indicative approaches are further divided into approaches that enable leadership, and those that enact leadership. The approaches that enable leadership and those that enact leadership are derived from the scoping statements associated with the domain and each reflects the typical tasks described by the focus groups. There has been a separation of WIL partners and organisations from universities in order to identify the differing roles that each takes on in WIL partnerships. It is also recognition that WIL is not just a university activity.

 

 

 

 


Last Update: 9 May, 2014
Reference: Page 02