The Study of Australian Leadership (SAL) is the largest ever survey of leadership in Australia. Consisting of five matched survey instruments, SAL surveyed almost 8,000 individuals across 2,703 organisations and 2,561 workplaces. Respondents included senior leaders (such as CEOs), workplace leaders and specialists (such as HR managers), frontline leaders and employees. SAL therefore provides us with a rich and descriptive picture of the state of leadership in Australia.
When asked to identify the future challenges facing their organisation over the next five years, Australia’s senior leaders said:
- Market and competitive pressures
- Operational challenges
- Government and regulation
- Human resource challenges
- Technological disruption
- Economic volatility and uncertainty
For more information on this data, refer to Chapter 5 of the SAL report.
Different workplaces demonstrate more radical and incremental innovation than others.
Radical innovation relates to creating products and services that go beyond what is expected by existing customers and includes experimentation and a focus on new opportunities, new markets or new ways of bringing products and services to the market.
Incremental innovation relates to refining and improving existing products and services. The focus of development is often on improving efficiency, increasing economies of scale (i.e. reducing costs) and expanding existing markets.
For more information on this data, refer to Chapter 8 of the SAL report.
Different workplaces offer different kinds of leadership development from formal qualifications through to mentoring. Some workplaces offer none at all.
For more information on this data, refer to Chapter 10 of the SAL report.
Different industries are better management practices than others. The Electricity, Gas, Water and Waste Services industry is at the top of the list. The Information Media and Telecommunications industry is at the bottom of the list.
Management practices that were measured include setting and monitoring KPIs and the visibility and awareness off KPIs and targets across the workplace.
For more information on this data, refer to Chapter 6 of the SAL report.
This chart shows the proportion of workplaces that are successful in meeting their various performance targets.
For more information on this data, refer to Chapter 3 of the SAL report.
The “average” leader
This demographic data paints a picture of the typical leader in Australia, depending on their leadership role in the organisation.
For more information on this data, refer to Chapter 4 of the SAL report.