Elements and Performance Criteria

The range of variables places the competency in context and allows for differences between enterprises and workplaces, including practices, knowledge and requirements. The range of variables also provides a focus for assessment and relates to the unit as a whole. The following variables may be present.

Personal example:
· ethics, integrity, honesty and sincerity
· manner and personal appearance
· organisational protocol
· safety
· listening, sensitivity, warmth, humour and empathy
· working with cultural diversity
· mediation and conciliation
· consideration, praise and encouragement
· networking
· responding to deadlines and returning calls promptly
· willingness to become involved.

Conflicts of interest:
· conflicting directorships or membership of organisations
· insider trading
· improper use of information
· bribery, gifts and entertainment
· favours for friends and relatives
· political activity.

Leadership traits:
· self-awareness
· motivation, passion and optimism for achieving goals
· empathy and social skills
· resilience, adaptability and intuition
· awareness of own strengths and weaknesses
· inspiration and motivation of others
· shared leadership responsibility and delegation.

Time management:
· keeping diaries and journals
· setting priorities
· breaking tasks in to a logical sequence of manageable activities
· delegating roles and responsibilities
· maintaining a systematic approach.

Learning opportunities:
· coaching and mentoring
· shadowing
· job, role and task rotation
· participation at industry forums, workshops and seminars
· participation in fishery management committee meetings
· participation in work groups attached to committees
· participation in leadership programs and resource management courses
· tertiary and technical training to upgrade skills and qualifications.

Ethical values:
· respect for the law and natural justice
· integrity, objectivity and impartiality
· honesty, openness, trustworthiness and confidentiality
· responsibility, accountability and corporate governance
· diligence
· respect for individual differences
· probity
· economy and efficiency
· procedural fairness.

Benefits of cultural diversity:
· wider range of potential leaders
· cultural enrichment
· retention of broad stakeholder interest and support
· greater range of available ideas and strategies
· stronger community and public awareness and involvement.

Each unit of competency has an evidence guide that relates directly to the performance criteria and the range of variables. Its purpose is to guide assessment of the unit in the workplace and/or training program. The following components provide information to assist this purpose.

Underpinning knowledge
The essential knowledge and understanding a person needs to perform work to the required standard include:
· range of leadership styles and follower behaviour
· interpersonal interactions involving verbal and non-verbal communication
· codes of practice and conflicts of interest
· time management techniques
· motivation techniques
· working with groups
· team-building strategies
· benefits of diversity to sector and general community
· learning processes and skill-development strategies.

Practical skills
The essential skills a person needs to perform work to the required standard include:
· inspiring, enthusing, encouraging and praising others
· willingness to follow as well as to lead
· developing morale and motivating groups
· willingness to challenge ideas and confront issues, barriers and obstacles
· taking responsibility for getting things done and moving the sector forward
· learning from others and from past mistakes
· working outside one's 'comfort zone'
· respecting and valuing individual differences
· seeking feedback and using this for continuous improvement.

Critical aspects of evidence
Assessment must confirm the ability to:
· demonstrate ethical dealings with stakeholders
· demonstrate professionalism and commitment to sector goals and codes of practice
· demonstrate determination, motivation and persistence in 'getting the job done'
· remain focused on agreed objectives and goals even in difficult circumstances
· maintain energy and long-term commitment
· respect and harness individuality and diversity to benefit the sector
· demonstrate commitment to continued learning
· manage emotions and cope with stress.

Interdependent assessment of units
This unit may be assessed with other leadership units.

Context of assessment
Assessment is to be conducted in the workplace or in a simulated work environment.

Method of assessment
The following assessment methods are suggested:
· interview and oral questioning
· role-plays and responses to scenarios
· feedback from stakeholders about the candidate's professionalism, respect for diversity, ethical dealings with others and leadership through personal example
· review of professional development activities undertaken by the candidate
· review of the candidate's diaries and planning to evaluate time management.

Resources required for assessment
No recommendations.

This competency in practice
Industry representatives have provided story-lines to illustrate the practical application of each unit of competency and show its relevance to a workplace setting.

'Interests need not be conflicts of interest'
One industry leader believes that 'at the end of the day, most of us have interests because we all have our livelihoods on the line.'

The industry couldn't operate if none of its leaders held any association with the fishery. But if interests are declared, then there is no conflict.

'What you have to do is put the interests of the fishery and sector above your own personal interests. That may mean that from time to time you will have no option but to support a policy that harms your own business.'

This leader highlights the need for ethical and professional dealings and the high standards expected.