This workshop is for managers and leaders who are leading significant change in their service. Changing contexts provide opportunities for new models of practice but staff may need to move into a different mindset in order to practice in more effective, innovative ways. To lead these changes we need the skills of transformational leadership.

Transformational leadership skills complement our skills of leading, planning, organising, and monitoring. Transformational leadership involves vision plus fostering staff willingness to face up to the emerging challenges and opportunities. It involves co-design of new practices and processes with staff and other stakeholders.

This workshop is based on a framework for leading staff through the stages of transformative learning:

1. Confirming and interrupting current frames of reference
2. Working with triggers for transformative learning
3. Acknowledging a time of retreat or dormancy
4. Developing the new perspective.

You will have the opportunity to:

• Review different theoretical perspectives on transformational leadership
• Discuss the principles of co-design and the steps in design thinking
• Identify skills for transformational leadership
• Identify strategies to lead staff through the stages of transformative learning
• Review a process to develop an outcomes based, logic model for the area of practice
• Discuss different ways of interpreting resistance to change.

This course will equip you to:

• Lead your team in times of change and uncertainty
• Use a range of consultation resources to engage staff and stakeholders
• Assist staff to identify the key factors in current practice that lead to worthwhile outcomes
• Design strategies for each stage of their transformative learning
• Use a range of strategies to reduce resistance to change.

We will look at strategies for leading staff through each stage. We will trial a range of resources for consulting staff, and assisting staff to move through these stages.
The workshop will also give you the opportunity to examine the different responses of staff, acknowledging that while some may be enthusiastic and champion the change others may experience a role identity crisis. This transformational leadership approach can enable managers and practice leaders to lead staff through the change and reduce the ‘resistance drag’.

REFERENCE: Apte J (2009) Facilitating Transformative Learning: A Framework for Practice. Australian Journal of Adult Learning. V 49, n 1, pp 169-189.

Who should attend?

Leaders and managers