The Values Informed Leadership Development Framework acknowledges core values of Courage, Engagement, Curiosity, and Belonging that inform leadership capabilities across five zones: Leading Self, Others, Work, Organization, and Health/Well-Being. It provides definitions of key leadership capabilities and describes four levels of leadership based on role, supervision, influence, and strategic focus to support continuous learning and development.

1. Values Informed
Leadership Development
Framework

2. Values Informed Leadership Development Framework
The Values Informed Leadership Development Framework acknowledges that embedded within our unifying mission are values that are important to the way we
work, learn, and lead. These values inform the behaviours, abilities, and knowledge required to lead as individuals, within teams, and across the organization. The four
values of Courage, Engagement, Curiosity, and Belonging inform the key capabilities across five zones of Leadership Development (Leading Self, Leading and Engaging
Others, Leading the Work, Leading the Understanding of the Organization, and Leading Health and Well-being) common to all leadership levels at the University. This
framework gives agency for individuals, regardless of their role, to take responsibility for their own performance and continuous learning through a pathway approach
to leadership development.
LEADERSHIP
DEVELOPMENT ZONES
The key capabilities are
described across a range of
leadership development
zones that are embedded
at all levels of leadership.
VALUES
The University of
Waterloo's core values are
the centre of the
framework and shape all
that we do at Waterloo.
CAPABILITIES
The key capabilities are
common to all leadership
levels throughout the
University and can be used
with an individual or team
focus.

3. Key Capabilities
A capability is a behaviourally specific description
of key behaviours, abilities, and knowledge
required to lead as an individual, within a team,
and across the organization. It provides a set of
defined demonstratable characteristics, skills, and
behaviours that are valued and recognized when
leading, while ensuring alignment with the
strategic priorities and culture of the University.
Values
Informed
Leadership
Development
Framework

4. Key Capabilities and the University of Waterloo's Values
The Five Zones of
Leadership Development
WE ARE CURIOUS WE ARE COURAGEOUS WE ARE ENGAGED WE ALL BELONG
LEADING SELF
FUTURE-FOCUSED
Orient oneself strategically
to the future
SELF-EFFICACY
Demonstrate character through self-
awareness and self-management
DEVELOPMENT DRIVEN
Continuously invest in and foster
development of self and others
EQUITY-CENTERED
Be cognizant of bias and advocate for
equality at all levels of the organization
LEADING AND
ENGAGING OTHERS
INNOVATION MINDSET
Encourage and support innovation
and prudent risk-taking exploration
CONFLICT MANAGEMENT
Manage conflict as a pathway to excellence
and cultivating healthy teams
BUILD TRUSTING RELATIONSHIPS
Engender trust, and foster partnerships
across the University to create
collaborations and impact
EMPOWER OTHERS
Contribute to creating an environment in
which all individuals feel empowered to
express their opinions freely
LEADING THE WORK
ACCOUNTABLE TO EXCELLENCE
Take accountability and action to
establish the highest standards of
excellence and decision making
VISIONARY
Set direction, share the vision, and
communicate effectively
ENABLING AGILITY
Strategically approach the mobilization of
knowledge and management of change
through innovative continuous
improvement
COMMUNITY BUILDING
Model mentorship, followership, and
sustainable community building
LEADING THE UNDERSTANDING
OF THE ORGANIZATION
EVIDENCE-BASED DECISION
MAKING
Strategically align decisions with
Mission, Vision, Values, and evidence
CHALLENGE THE STATUS QUO
Challenge entrenched organizational
attitudes and practices with integrity
SYSTEMS THINKING
Collegially demonstrate a systems and
critical thinking approach to problem solving
and bringing ideas to fruition
SERVICE EXCELLENCE
Facilitate interdependence and shared
support aimed at learning to improve the
experience of our services
LEADING HEALTH
AND WELL-BEING
MENTAL HEALTH LITERATE
Mindful of health and well-being
actions, accountabilities, and
opportunities
WELLNESS ORIENTED
Model and contribute to creating and
sustaining a healthy organization
CULTURE BUILDING
Cultivate a culture of recognition
and celebration
INCLUSIVE LEADERSHIP
Commit to implement policies, processes,
and structures to prevent organizational
biases
Adapted from: Dickson, G., & Tholl, B. (2014). Bringing leadership to life in health: LEADS in a caring environment. London. Springer.

5. Leadership Levels
The Values Informed Leadership Development
Framework embrace the notion of leadership at
all levels, with leadership behaviours, abilities,
experiences, and knowledge looking different
depending on an employee’s role size, scope,
complexity, and influence in the organization.
Each level of leadership development is
accumulative and has linkages to the level’s
below and above.
Level 1 Personal Leadership
Level 2 People Leadership
Level 3 Strategic/Knowledge Leadership
Level 4 Organizational Leadership
Values
Informed
Leadership
Development
Framework

6. Role/Scope
• Individual contributors with informal
leadership responsibilities
• Focus at this level is developing
one’s self, working as a member of
a team, and providing effective
service and support to other
• This level is the basis of all effective
leadership at the university
• Leaders with formal leadership
responsibilities who accomplish
tasks and goals through their teams
(Leaders of individual contributors).
• Focus at this level may include
developing others, working
collaboratively with project teams,
committees, and/or working groups
across a department/faculty.
• More experienced leaders,
considered to be professionals or
subject matter experts, who may
lead other managers or leaders.
• Focus at this level may include
integrating cross-functional
perspectives, convert strategic
initiatives to operational outputs,
and managing the achievement of
work outcomes through multiple
layers of complexity throughout the
university.
• The most senior and executive
leaders in the organization
overseeing large portfolios and
responsible for setting the vision for
the University.
• Focus at this level may include
providing resources needed to build
departments/faculties toward the
future while collaborating across the
university and with external
influencers.
People
Management/
Supervision
• May supervise students, part-time
employees, and/or volunteers
• May supervise or manage
operational teams of fulltime,
and/or contract employees
• May manage a team or multiple
teams within a department/faculty
and/or manage complex projects
across multiple departments/
faculties
• Manages a complex team or teams
across multiple
departments/faculties
Influence • Within own department/faculty • Within own department/faculty,
within project teams, committees
and/or working groups
• Across the university and external to
the university in relevant
professional fields
• Across the university and external
to the university
Strategic Focus • Perspective is up to 1 year • Perspective is 1-3 years • Perspective is 3-5 years • Perspective is 5-10 years
Personal Leadership
LEVEL 1
People Leadership
LEVEL 2
Organizational Leadership
LEVEL 4
Strategic/Knowledge
Leadership
LEVEL 3
Levels
Images copyright the University of Waterloo and iStockPhoto (used under license).