The Senior Leaders Program (SLP) is a structured orientation program to:

  • orientate senior leaders to the nature of their role
  • familiarise new leaders with UQ’s culture and environment
  • enable new senior leaders to have timely access to knowledge and information
  • connect senior leaders to relevant stakeholders and groups
  • facilitate senior leaders in making effective and timely decisions
  • facilitate senior leader’s sense of ‘identity and belonging’ to UQ
  • support the retention of key talent at UQ
  • minimise disruption to service delivery
  • enable senior leaders to fully function in their role.

By providing a structured experience, new senior leaders have role clarity and a solid foundation for leadership growth and performance at UQ.

The SLP is part of the UQ Leadership Framework, contributing to our ongoing mission of developing effective leadership skills at all levels.


This program is for new senior leaders who:

  • are starting at UQ
  • have been internally promoted to a new position permanently or for a fixed term of 12 months or longer.

New senior leaders are defined as senior appointments who hold significant senior leadership roles in:

  • professional positions at HEW 10 and above
  • academic positions at Level E and above.

This includes:

  • Vice-Chancellor
  • Deputy Vice-Chancellors
  • Provost
  • Chief Operating Officer
  • Pro-Vice Chancellors
  • Institute Directors
  • Executive Deans
  • Associate Deans
  • Heads of Schools
  • Heads of Divisions.

Support team

A support team is responsible for implementing different aspects of the program. They work closely with the new leader to support their transition to the new role.

This team can include:

  • a coordinator
  • their supervisor
  • a peer guide (if requested)
  • a mentor (if required).


The program's framework targets these key areas for success.

  • Recruitment processes

    The new senior leader is provided with accurate role information during the recruitment phase. This assists in meeting expectations crucial to retention.

  • Length of program

    The program covers 12 months of activities, from pre-commencement through to the annual review.

  • Structured process

    A structured process is provided to meet the new senior leader’s needs at every phase of the process. Materials have been developed to support the rollout of program activities. A guide integrated with a ‘facilitators manual’ has been developed for coordinators and supervisors.

  • Customisation

    The program can be tailored to the senior leader entering the role.

  • Role clarity

    The new senior leader is provided with accurate role information, before they start and during the program, so the role aligns with expectations.

    Clarifying role expectations ensures that the new senior leader is provided with information and opportunities to receive accurate role information, both before they start and during the program, such that the role aligns with expectations. This is achieved by providing:

    • transparency in the performance review process
    • access to useful support resources (including coaching, training, communities of practice)
    • regular opportunities for feedback
    • opportunities for development (360-degree leadership feedback survey).
  • Organisational culture

    The program is clearly linked to the UQ Leadership framework. Information is provided within a ‘UQ context’ to ensure relevance and promote organisational identity.

    Additional support is provided to people relocating to UQ (including a welcome pack with organisational relevant information) to transition to the UQ culture.

  • Networking and relationship development

    The program includes important socialisation opportunities. A signature event welcoming the new senior leaders to UQ is held annually. Both formal and informal opportunities for socialisation into the team and culture at UQ are also recommended.

    Providing key support persons including a mentor, peer, and New to UQ Coordinator ensure a triaged approach is taken in supporting the new senior leader’s transition.

  • Governance

    The new senior leader is familiarised with the governance responsibilities of their role, including:

    • compliance to UQ standards, procedures and policies
    • financial accountability and duties
    • UQ’s strategic goals
    • the importance of external relationship building and collaboration.
  • Teaching and research development

    Senior leaders are familiarised with teaching and research initiatives by providing training and developmental opportunities where appropriate, along with easy access to relevant resources and support services.

  • Wellbeing

    Senior leaders are directed to available workplace wellbeing support services.

  • Managing diversity

    Senior leaders are familiarised with UQ’s equity and diversity policies and procedures, and provided:

    • training and developmental opportunities
    • resources
    • mentoring
    • access to senior experts.