Water Journal : Water Journal November 2011
awa news at the middle management level often play an important role in managing inter-organisational conflict that can occur between 'top-down' administrative leadership by senior decision-makers and 'bottom-up' emergent leadership by less senior leaders (eg, project champions). Although enabling leaders often 'champion' integrated water management projects, this leadership role is often less visible and more subtle than the 'project champion' role. An example of a water practitioner fulfilling this role is an enabling leader who facilitates a forum for stakeholders to come together to work on a challenging water issue (eg, a 'community of practice'). The third role is the Project/Team Leader role. Leaders in this role are formally responsible for delivering outcomes from teams working on integrated water management projects. Their role includes building, managing and monitoring the performance of teams. They also build and communicate shared visions for projects, clarify objectives and roles, manage conflict, and foster creativity. In addition, they manage resources and information, and may engage in coaching and mentoring behaviours. Members of the team may be the team leader's staff or colleagues. The need for advanced leadership skills increases when the team spans boundaries (eg, multi-disciplinary teams that span several organisational units and geographic locations) and the leader needs to rely on his/her personal power to exercise influence rather than position power (ie, their authority). Effective water leaders in this role understand the technical detail, demonstrate strong interpersonal skills, and have the ability to think systematically. This is a relatively common water leadership role that can be undertaken in combination with the 'project champion' or 'enabling leader' roles. For example, a 'project champion' may act as a change agent to initiate a new project, and then become the official 'project leader' to deliver it. An example of a water practitioner fulfilling this role is a project leader who is responsible for preparing an 'integrated water management plan' which requires input from a wide variety of professionals. Development Implications This research has been used by the IWC in two ways. First, it was used to build benchmarking tools (eg, a customised, online 360-degree feedback instrument) that emerging water leaders can use to assess aspects of their leadership and identify opportunities for improvement. Second, it was used to identify relevant material to include in the IWC Water Leadership Program. For example, it validated the relevance of several extant leadership theories and models, such as transformational and complexity leadership theories. It also highlighted the need to help emerging water leaders to build specific skills such as systems thinking, social networking and engaging executives. For more information please email: firstname.lastname@example.org or visit: www.watercentre.org/leadership. The Australian Curriculum Project The introduction of a national school curriculum, the Australian Curriculum, presents an opportunity for water businesses and government agencies that deliver water education programs to collaborate more than in the past. Under the auspices of AWA, an Australian Curriculum industry-wide project will provide the means for the water sector to ensure the quality of water Contact your nearest Hach Pacific office for direct order and sales support: 1800 887 735 • www.hachpacific.com Innovative Process Instrumentation Integrated Lab Solutions and Chemistries Expert Support Dependable Service Products. Support. Expertise. When you buy direct from Hach Pacific you will receive access to the largest offering of the highest quality lab and process water analytics as well as outstanding service and application support. Hach is your trusted partner in water analysis.
Water Journal December 2011
Water Journal September 2011