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Inspiring a sense of purpose and direction, considering multiple perspectives and stakeholders (including “Whole-of Government” and, indeed, the whole of society), and creating sustainable and effective organization-wide systems become key activities.

Whilst experienced leaders can often identify good leadership capabilities in others, this is usually based on distilled experience and gut-feel rather than an explicit model of the type of thinking required for effective senior leadership in the public service...

Because this understanding is tacit, it is difficult to identify those who might have the capability to be developed and who might not, and to develop people in whom these skills are nascent. A theory of leadership development is essential for informing these decisions.

We contend that in order to understand what such key capabilities as “strategic thinking” mean at the more senior levels, there is a need for an understanding of the ways in which people typically evolve through their lifespan in terms of their capacity to “make meaning”...

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