The Organisational Leadership Audit

Leadership is typically viewed from the point of view of the skills of individual leaders but here, The Organisational Leadership Audit uses a distinctive, new model to help you analyse the way your organisation promotes, sustains, encourages or inhibits leadership right across the business.

Leadership as an organisational resource

The Organisational Leadership Audit looks at leadership as an organisational resource. It shows how organisations need to provide a shared, honest and valid purpose, develop a conscious, supportive leadership culture, create a leadership structure that works, and remove obstacles to individual leadership.

So, the key question for organisations becomes: How well is leadership being managed from an organisational perspective?

The Organisational Leadership Audit is an essential tool for HR departments and senior general managers/directors in any organisation.

By undertaking this audit you will:

  1. Determine your organisation’s strengths and weaknesses in respect of leadership including:
    • the oversight provided by top management to leadership-enhancing initiatives
    • the leadership culture
    • leadership-related strategies, policies, plans, systems and processes.
  2. See the need for organisational leadership that meets the expectations and demands of the changing business and social environment.
  3. Identify what promotes, sustains and inhibits leadership in your organisation.
  4. Encourage a consistent approach which ensures that leadership is acquired, developed, used, appraised, promoted, rewarded and retained.
  5. Design appropriate responses to remedy any deficits in your organisation’s provision and exercise of leadership - and remove obstacles to effective organisational leadership.
  6. Lay the groundwork for a corporate-led senior management development strategy.
  7. Set a baseline to audit organisational leadership against in future - and measure progress.

The audit's themes

There are six distinctive areas united by a common question: How can the organisation get its own needs for leadership met?

  1. Responding to the new environment - This looks at the implications for organisational leadership of the changing business environment - political, social, legal, technological, ethical, ecological, etc. We examine stakeholder expectations and pressures, as well as the changing demands for, and expectations of, leadership in the new environment.
  2. Mapping the organisation context - This builds on the first theme. It explains where the 'internal organisation' needs to be headed in order to serve the needs of the business. It captures the extent to which leadership resources are matched to the challenge of internal change.
  3. Challenging the leadership culture - This theme looks at the existing leadership culture ('what leadership is like round here') and where it is aligned with espoused behaviour or is dysfunctional in serving the organisation's goals.
  4. Attaining leadership competence - This theme considers the extent to which leadership competencies are used to add value to the organisation. It is concerned with the relevance of these competencies to the organisation's current concerns and opportunities.
  5. Managing leadership across the employment spectrum - This theme looks at the means by which the Human Resource function 'manages' leadership talent in a systematic way at all points on the employment spectrum. The aim is to attain strength and a joined-up approach along the whole chain.
  6. Supervising leadership development - This theme looks at the nature and quality of the connection between those responsible for overall business strategy and those charged with the development of leadership and HR management. It is concerned with the nature, extent and quality of supervision and official 'oversight' of (not by) leadership.