by Stephen Kendal

Created on: November 22, 2008   Last Updated: September 28, 2011

There is ample research fully backed by commonsense knowledge fully supporting that there is a continuing need for the development of practical leadership skills, both within business organisations and indeed in public affairs throughout Australia, because these make possible a way forward for the institutions, business organisations and individuals throughout the community.

Businesses and public service organisations were probably the first to take time to research the skills needed to enable leaders to resolve important issues for the private sector and for government. The focus of this work has been to support and rejuvenate skills at the senior management and VIP levels, because of the need for effective and imaginative work at executive level. It was also hoped these would trickle down to the work face at middle management and lower levels for a good overall result. It remains to be seen whether the strategy had the effects intended.

While support has been available for leaders in public and private organisations, it has not been sufficient to development of the knowledge and insight needed for middle managers.

Indeed middle managers have been off the target for the majority of leadership approaches, despite the clear need to service aspects of leadership especially relevant for this group, eg mentoring to foster the personal growth skills needed to make the best of situations, and to find ways forward otherwise not possible because of the glass ceiling that the majority face within business organisations.

This often means middle management have to be satisfied with a very poor handshake from their organisation, despite any of the talents and recognition by the Australian Public Service rarely extended to funds for part-time university or TAFE diploma courses or short professional courses, which could assist a move forward.

Middle managers have been left out

A raw deal of this nature means that this development as leaders becomes stultified becomes stultified. Frustration can enter the picture and, as is well known, considerable turnover results. In turn this often means a succession problem results, so senior management functions (for example) cannot be handed to suitably competent and identified candidates. This is well known to be the case for women candidates for Secretary positions in the Australian Public Service even though women managers are presently form about 60% of APS employees.

Organisations both private or public-need to allow significantly

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