Koru Ārahi | Leadership Koru

Our Koru Ārahi [Leadership Koru] gives us a shared vision of great leadership at Te Whatu Ora Waitaha | Canterbury and Te Tai o Poutini | West Coast.

It’s based on the Leadership Success Profile from New Zealand’s Public Services Commission | Te Kawa Mataaho. Much of the mahi [work] we do is influenced by our Leadership Koru. This work includes recruitment, selection, career planning, and success and development.

As we mahi [work] to support our tāngata [people], the Leadership Koru allows us to be more objective and consistent.

PDF of full-size leadership koru. — *The leadership koru and the various stages that reflect leadership development.*

How to use the Leadership Koru

You can use the Leadership Koru to guide your development and find resources just for you.

The Koru outlines 16 key tikanga [behaviours] of leadership. Start by identifying which behaviours you want to develop in yourself. You can do this by taking an anonymous self-assessment. Once you’ve completed your assessment, you’ll know which of the 16 behaviours to focus developing.

Start your self-assessment

Looking for a printable version of the self-assessment?
Download the self-assessment

Arahina a koe anō | Leading self

The foundation of good leadership

These tikanga [behaviours] are important for everyone, no matter their job title. They focus on your personal effectiveness and your impact on those around you.

When you think about your own development, start with these behaviours. It’s worth investing time and effort in building up these characteristics.

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Self-aware

You understand your impact on others and you strengthen your personal capability over time.

Honest and courageous

You deliver clear messages and make decisions in a timely manner to advance the best interests of customers.

Resilient and adaptive

You remain composed in challenging situations and you have a sense of perspective.

Achieving goals

You make things happen and demonstrate drive, optimism and focus.

Engaging others

You connect with people to build trust and become someone who people want to work with.

Curious

You seek out and integrate ideas, information and different perspectives.

Managing work priorities

You plan, prioritise and organise work to deliver on short, medium and long-term objectives across the breadth of your role.

Get started with the Leading Self learning programme:

Leading Self Programme

Arahina tāngata kē | Leading others

Leadership in action

This set of tikanga [behaviours] describe how you lead and influence others in your mahi [work]. If your role requires you to achieve through others, these behaviours will be important to consider for your development.

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Leading with influence

You lead and communicate in a clear, impactful and inspiring way to influence others to embrace change and take action. Learn more →

Achieving through others

You delegate and maintain oversight of work responsibilities to leverage the capability of people to deliver outcomes for the people we care for. Learn more →

Enhancing people performance

You improve performance and bring out the best in people to deliver high-quality results.

Identifying and developing talent

You encourage and support diversity and build the people capability required to deliver outcomes.

Enhancing team performance

You build cohesive, high-performing teams to deliver results that are more than the sum of individual efforts.

Enhancing organisational performance

You drive innovation and continuous improvement to sustainably strengthen organisational performance and improve outcomes.

Leading strategically

You think, plan and act strategically; you engage others in the vision and values, and you position teams, the organisation and/or the health sectors to meet the future needs of people.

Arahina hauora | Leading health

Long-term strategy

These tikanga [behaviours] focus on two points of growth. The first is developing the long-term strategic direction for areas of the organisation. The second is connecting with the wider health system and sector.

If you’re in a senior role and leading large areas of our organisation, you might want to look at these behaviours as part of your development.

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Leading at the political interface

You bridge the interface between government and the public sector to engage political representatives, and shape and implement the government’s policy priorities.

Enhancing social system and sector performance

You work collectively across boundaries to deliver sustainable, long-term improvements to the social system, sector and the people we care for.