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Transformative Leadership Program

Calendar Dates July - Dec 2017

Campus Location Adelaide, South Australia & Austin, Texas

Fees Fee $12,500

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  • Course Overview

    A ground-breaking international collaboration to develop complex and adaptive thinking capacities in today’s leaders

    The game hasn’t changed, it has become change.

    Change in business and government is no longer an identifiable event, but rather a constantly and rapidly evolving state. Today’s leaders operate in an increasingly complex and unpredictable environment in which change occurs at an unprecedented speed and magnitude. The future is uncertain, and problems often transcend the boundaries of single organisations or professions.

    A recent global study involving 1,500 CEOs identified this increasing complexity as their number one concern, with many reporting that they did not believe their organisations were equipped to cope with it. They feared that the next generation of senior leaders within their organisations lacked the competencies required to think strategically and manage change effectively.

    For today’s executive, mastery of traditional leadership skills is no longer sufficient to guarantee success. They also require the advanced complex and adaptive thinking abilities that will enable them to become agile leaders.

    And that, in turn, requires a new form of leadership development program.

  • Key Learning Benefits

    Research has demonstrated that leaders who develop the following competencies learn more, adapt faster and generate more complex solutions than those who do not.

    Mental agility: Awareness of a tendency to act, think, communicate and learn in a narrow “expert” mode, and the ability to consciously reframe one’s thinking to a higher leadership agility level.

    Mindfulness: The ability to recognise when thoughts of the past or future distract attention from what’s happening in the present, and refocus one’s attention on the internal and external experiences occurring in the moment.

    Test assumptions: The ability to recognise and test assumptions that restrict exercise of leadership, and understand how these may drive or constrain one’s thinking.

    Understand purpose: Understand organisational purpose, and how this connects to one’s work role and provides the energy and drive to exercise leadership.

    Understand role of authority: Understanding the role of authority in providing direction, protection and order in solving technical problems and its limitations in dealing with adaptive challenges.

    Identify adaptive challenges: The ability to understand and differentiate between the technical and adaptive aspects of a challenge.

    Taking multiple perspectives: The ability to view a situation from multiple perspectives, in the moment, to better observe the actions, behaviours and patterns of others and one’s self.

    Subjectivity: The ability to recognise that observations are subjective, and may be interpreted in a multitude of ways.

    Awareness of automatic responses: The ability to recognise one’s automatic responses, based on past experience, and to assess, in the moment, whether they’re appropriate in the current context

    Work across factions: The ability to recognise and engage different factions that surface, and understand how to work across different factions in the service of making progress on adaptive challenges.

    Active collaboration: The ability to broaden one’s focus beyond the people in the room and the group most directly involved, and to consider how one can collaborate effectively with each player to engage their constituencies.

  • Program Structure

    The Transformative Leadership Program is held over a six-month period to provide leaders with the opportunity to instill and apply the lessons learned to their organisational context. During this time participants will engage in deep, experiential learning and remain closely connected to the Program through a combination of:

    • On-site intensive learning led by renowned educators, first in Adelaide and then in Austin
    • On-site visits to organisations known for leading edge applications in excellence
    • Interactive online video conferences
    • Purposeful interactions with peers outside the classroom
    • Discussions with some of the best thinkers in and out of government

    Participants also undertake individual and group assignments designed to broaden their understanding of the concepts and provide opportunities to apply their learning in a real-world context.

    The tuition fee of AUD$12,500 covers all Program, coaching and assessment costs for the weeks in Adelaide and Austin, Texas, including seven nights hotel accommodation in Austin and most meals.

    The tuition fee does not cover the cost of airfares to and from Austin.

  • Who Attends

    The Transformative Leadership Program has been developed specifically to meet the needs of senior, or soon-to-become senior, leaders. It is designed to enhance the complex thinking capabilities of high-performing professionals who are already able to think strategically, work effectively in teams, and who are open to new perspectives.

    Please note that numbers are strictly limited to 30 participants.

  • Presenter & Facilitator

    Sample of Guest Speakers from previous programs:

    Dr Barry V.Bales

    Barry V. Bales is Assistant Dean for Professional Development at the LBJ School of Public Affairs, the University of Texas at Austin, where he directs seminars on leadership, executive development and other areas of professional development for over 3,000 people each year.

    Dr Bales is a frequent seminar/conference speaker in the areas of leadership, systems thinking, strategic thinking, strategic planning and executive development. He has taught and/or consulted with private sector, government and non-profit leaders throughout the US, Philippines, Brazil, China, South Africa, Australia and India.

    Joyce Sparks

    Joyce is the Director of the Governor's Centre, LBJ School of Public Affairs, at The University of Texas. The Centre provides professional development services for thousands of managers and leaders at all organisational levels each year.

    Joyce is an ICF Credentialed Master Certified Coach, has been doing executive coaching for over 17 years and has worked with government executives as well as private sector clients. She has provided leadership development and coaching sessions for executive officials from across the United States, Canada, Eastern Europe, Africa, Brazil and Australia.

    Andrew Stevens

    Andrew is a Director and Co-Founder of the Uncharted Leadership Institute. Uncharted Leadership assists leaders and organisations to navigate uncertainty and make progress on complex challenges. It does this through a combination of consulting, teaching and research. He is passionate about the role that management and leadership development plays in making organisations, communities and societies more productive, more human and more successful. Prior to this role Andrew spent seven years working as Director and Assistant Dean of the Executive Education Unit at The University of Adelaide, where he led a broad range of leadership and management programs for approximately 1200 participants per year and gained extensive experience working with senior managers across a diverse range of private, government and not-for-profit organisations.

    Andrew completed an MBA at The University of Adelaide in 2005 and is a fellow of the Governors Leadership Foundation Program (GLF). He is also a graduate of the “Art and Practice of Leadership Development” program at Harvard University, Kennedy School of Government.

    The Hon Julia Gillard

    Ms Gillard is the first woman to ever serve as Australia’s Prime Minister or Deputy Prime Minister. In October 2012, Ms Gillard received worldwide attention for her speech in Parliament on the treatment of women in professional and public life. Ms Gillard is a Distinguished Fellow with the Center for Universal Education at the Brookings Institution in Washington. In February 2014, Ms Gillard was appointed Chair of the Global Partnership for Education, a leading organisation dedicated to expanding access and quality education worldwide. In February 2015, Ms Gillard was appointed Chancellor of Dücere, Australia’s leading education provider for business and management courses from Diploma levels through to a world’s first MBA program. Ms Gillard also serves as an Honorary Professor at The University of Adelaide, and is Patron of the John Curtin Prime Ministerial Library in Perth, Western Australia. Ms Gillard’s memoirs, My Story, were published by Random House in September 2014.

    Dr Lisa Lahey

    A faculty member at the Harvard Graduate School of Education and co-author of How the Way We Talk Can Change the Way We Work and Immunity to Change, Dr Lahey and her colleague Dr Robert Kegan were recently awarded Boston University’s esteemed Gislason Prize for exceptional contributions to organisational leadership. They also received the Vision of Excellence Award from Harvard’s Institute of Coaching in 2013.

    Dr Betty Sue Flowers

    Dr Betty Sue Flowers is Emeritus Professor at the University of Texas at Austin and a member of the international team responsible for writing Global Scenarios for Shell International in London—stories about the future of the world for the next 30 years. She edited a book in collaboration with Joseph Jaworski on the inner dimensions of leadership, Synchronicity, and has published another with Jaworski, Peter Senge and Otto Scharmer on Presence: Human Purpose and the Field of the Future. Dr Flowers was the editor of global scenarios for sustainable development and scenarios for the future of biotechnology, both sponsored by the World Business Council in Geneva.

    Dr Jennifer Garvey Berger

    Formerly an associate professor at George Mason University, Jennifer believes that the best organisations help make people bigger, more creative, more capable; organisations can and should be places where we live on our growing edge, expanding our own capabilities as we do good work. Leadership, then, is about creating the conditions for people to be their biggest selves. Almost no one knows how to do this intuitively; leadership is a discipline as much as accounting, law, or engineering. As Jennifer says in her first book, Changing on the job: Developing leaders for a complex world, if we want organisations where people are thriving and bringing their best, we need leaders who are learning. Jennifer and Keith Johnston have written a new book about their leadership development approach, Simple Habits for Complex Times: Powerful Practices for Leaders. Jennifer has worked with senior leaders in the higher education, private, non-profit and government sectors, in North America and Australasia (including The University of Adelaide, the University of Sydney, Google, KPMG, Microsoft, Lion, Wikimedia, the New Zealand Department of Conservation).

    Ms Diana Renner

    Diana is Director of Not Knowing Lab, an international consulting practice focused on building the capability of organisations and individuals to successfully navigate uncertainty and complexity. She consults to senior executives in a range of commercial, government and community organisations around the world. She is co-author of Not Knowing: the art of turning uncertainty into opportunity, with Steven D’Souza, published in May 2014. Diana’s diverse career spans the fields of law, strategy, communications, refugee advocacy and leadership development. She has facilitated a variety of leadership programs, including as a Faculty member with Harvard University Kennedy School of Government for ‘The Art & Practice of Leadership Development’ and workshops for The University of Adelaide, The University of Texas’ LBJ School of Public Affairs, Monash University and the Centre for Sustainability Leadership.

    The Hon Alexander Downer AC

    The Hon Alexander Downer AC was appointed Australian High Commissioner to the United Kingdom in March 2014. Mr Downer has had a long and distinguished political career in Australia, and was until recently the United Nations Special Adviser to the Secretary-General on Cyprus. He was Australia’s Minister for Foreign Affairs throughout the term of the Howard Government, from March 1996 until December 2007 and the Leader of the Opposition and Leader of the Parliamentary Liberal Party from May 1994 to January 1995. Mr Downer has an unparalleled grasp of the global community, its countries, governments and peoples, as well as organisations such as the World Bank and the United Nations. His network with governments around the world remains unique and he has a reputation for his keen sensitivity to the cultural issues that can create unseen impediments to anyone trying to work across borders.

  • Benefits for Your Organisation

    Aligned to the core competencies identified by Government, the Transformative Leadership Program takes a ground-breaking approach to developing critical and adaptive thinking capacities in today’s leaders. A joint program delivered by the LBJ School of Public Affairs at the University of Texas at Austin and The University of Adelaide’s Executive Education Unit, this unique experience will transform participants’ thinking and leadership effectiveness.

    The Transformative Leadership Program’s international aspect, and designed interaction with those in similar leadership roles from another country, is intended to instill and enhance the new perspectives needed for addressing increasingly complex issues.

    Research shows that “study abroad” programs are usually defining moments in the lives of their participants. Most leaders who have studied abroad report that the experience increased their self-confidence, enabled them to better tolerate ambiguity, and enhanced their ability to view the world and its issues from several perspectives.

    Albert Einstein is credited with recognizing that, “The problems that exist in the world today cannot be solved by the level of thinking that created them”. The Transformative Leadership Program will develop the higher level of leadership thinking in government that is needed for success in the coming decade, supporting the development of leaders who embody public sector values.

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