Leveraging MultiSource Assessments

What if a simple shift in how feedback is gathered could unlock the leadership potential needed to transform Defence culture and accelerate mission success?

18/02/2025

> 30 min

This article was originally submitted as a Research Capstone paper for the 2023 Australian Command and Staff Course. In it the author sought to articulate Defence’s organisational cultural change journey to date, establish the importance of culture on individual and organisational success, and highlight the utility of multi-source assessment and feedback (360-degree feedback) in not only supporting, but accelerating, this cultural journey. To assist readability, the paper has been split into two components: the first setting the scene and establishing academic rigour for multi-source assessment and feedback incorporation within Defence Culture Blueprint implementation; the second arguing potential for improved objective outcomes.

Part 1. This first portion of the article provides introductory material and establishes a hypothesis, sets the foundation of Defence’s cultural change imperative, and determines the academic basis for multi-source assessment and feedback in delivering individual and organisational cultural change. The question being answered through this article is: Multi-source assessment and feedback has been widely implemented throughout military and civilian contexts for leadership development and evaluation tools. However, can Defence leverage this methodology for broader culture change objectives sought by the Defence Culture Blueprint implementation?

Introduction

With the drive for culture change required to achieve objectives set out in the Defence Culture Blueprint, what tools does Defence have to support the delivery of these objectives? This paper seeks to establish how holistically integrating multi-source assessment and feedback within underpinning elements of workforce management systems sets the foundation for Defence to buttress cultural improvement. Defence could leverage multi-source assessment and feedback as a tool to enhance Performance Appraisals; Talent Management and Succession Planning; and Selection and Promotion Processes, forging a future organisational culture of diversity and inclusion whilst also delivering its mission.

Leadership is a critical enabler for achieving culture change objectives within an organisation. Numerous studies have shown successful multi-source assessment and feedback implementation significantly improves leadership performance. Some research describes how this improved leadership can contribute (and has contributed) to organisational change. The Defence Culture Blueprint identifies leadership as a critical enabler for success, with direct accountability for delivery held by the Senior Leadership Team. Due to leadership being practised throughout the organisation, regardless of level, modelling appropriate behaviours is vital for lasting organisational cultural change.

Leadership aids in creating broader team cultures required for the success of the Defence Culture Blueprint program.^[1] This paper intends to argue that an enterprise-wide, multi-source assessment and feedback program is a critical enabler in leadership transformation and behavioural benchmark setting. Both underpinning leadership’s role in positively influencing organisational cultural change, with the potential for it to be a catalyst for organisational culture change acceleration. Defence Culture Blueprint’s priority capability areas will form the application basis of multi-source assessment and feedback for exploitation by the Defence Culture Blueprint program. Finally, this paper outlines considerations and challenges for successful realisation of multi-source assessment and feedback within the Australian Defence context.

Culture Change Through Multi-Source Assessment and Feedback

Organisational culture change in the Australian Defence context

Pathway to Change (2012-2022) set out to enhance Defence’s culture in the face of several factors.^[2] A key outcome of Pathway to Change was the establishment of a ‘whole of Defence culture’ through ‘strengthening our professionalism, accountability, and leadership at all levels’.^[3] However, this cultural journey proved challenging due to its synonymousness with corporate mergers.^[4] With the evolution of Pathway to Change into the Defence Culture Blueprint, this challenge remains relevant; however, it has been incorporated into its implantation strategy.

The Defence Culture Blueprint was commenced following of the Pathway to Change, and is an evolution of that groundwork.^[5] The Defence Culture Blueprint sets out to drive evolutionary cultural change throughout Defence with two primary outcomes sought—Enterprise Performance and Experience of Work—utilising ‘culture as a capability’.^[6] The Defence Culture Blueprint aims to deliver these two outcomes, with ‘Leadership’ and ‘Identity’ as central contributors.

The Defence Culture Blueprint recognises leadership as a core component of Defence’s culture and its key role in culture change. The Defence Culture Blueprint endorses leadership-led culture change.^[7] However, it has not yet proposed a method for leaders throughout the organisational hierarchy to be held directly accountable for elements of culture change within their purview. The Defence Culture Blueprint seeks to apply maturity models, surveys, and data collation from existing systems for program evaluation.^[8]

Organisational culture and the importance of leadership in cultural change

The relationships between organisational culture, its structure, and the influence of leadership in its establishment and maintenance set the foundation for understanding organisational culture evolution.

Culture is abstract; it is the learned collective of a group to survive, grow, deal with the external environment, and organise itself in that environment. The group’s behaviour, hence, demonstrates its culture.^[9] Organisational culture is also structural. Described on three levels, at the human level, the implicit, unquestioned convictions, principles, and individual interactions form the organisation’s substance.^[10] Espoused beliefs and values of the organisation are at the next level, usually embodied in organisational goals, aspirations, and ideologies. At the observable level, organisational artefacts include organisational structures, processes (doctrine in the case of militaries), and observed behaviours.^[11] For these reasons, organisational culture is enduring.^[12]

Leadership is equally integral to the founding of culture in new organisations, and the evolution of culture in existing organisations. In both scenarios, the modelling of beliefs, values, norms and behavioural rules of the organisation are critical for ‘managing the direction in the evolution of culture’.^[13] The Australian Defence Organisation, amongst other militaries, formalises this relationship in doctrine identifying leaders as stewards of organisational culture.^[14] Hence, when organisational culture change is desired (or even required), leadership is pivotal to the success of culture change. Leaders must articulate a compelling vision for the new culture and actively model the desired behaviours. It is especially important in organisations, such as militaries, where members identify strongly with the organisation ^[15]

What is multi-source assessment and feedback?

Multi-source (also colloquially known as 360-degree) assessment and feedback is a comprehensive evaluation approach that gathers insights from multiple perspectives to understand an individual’s competencies, behaviours, and skills. Multi-source assessment and feedback augments the traditional top-down performance assessment method by including diverse input from peers (including customers and other external but relevant stakeholders), subordinates, self-evaluation, and supervisors.^[16] In organisational contexts, multi-source assessment and feedback has the potential for broad application, including leadership development, promoting self-awareness, and supporting personnel and professional development. It is pivotal in identifying leadership strengths and areas for improvement and bringing to light an individual’s personal and professional leadership behavioural alignment with organisational values and objectives.^[17]

The psychology of multi-source assessment and feedback - a brief examination

The psychology behind multi-source assessment and feedback centres around the relationship between human perception, self-awareness, and behaviour. At its core, psychological principles influencing how individuals perceive themselves and others can be identified and leveraged by applying multi-source assessment and feedback. This understanding then shapes their growth and performance within an organisational context.^[18]

Key areas of psychology influenceable by multi-source assessment and feedback include; self-perception and efficacy, social identity, self and leadership development and the impact on organisational effectiveness. Multi-source assessment and feedback provides opportunities to shine a light on self-perception with external observations, hence highlighting blind spots. Pro-active engagement in this constructive feedback then supports behavioural change resulting in improved self-efficacy.^[19] Social identity is inherently a social construct, with individuals categorising themselves by group membership. A leader’s social identity and style is an assimilation of personal attributes, values, and norms in the social context of interaction with colleagues, decision-making, and management approach^[20]. Multi-source assessment and feedback presents an opportunity to identify congruence between an individual’s self-identity and self-efficacy as leaders and in alignment with organisational values. As leaders’ self-awareness improves, it can prompt reflection and behavioural adjustments to align with an organisation’s desire for openness, diversity, employee engagement and continued performance improvement.^[21] Hence, closer alignment of individual, leadership, and organisational values increases motivation and commitment to learning, contributing towards organisational performance improvement.^[22]

The evolution and use of multi-source assessment and feedback

Multi-source assessment and feedback gained serious attention during the 1980s, with implementations occurring throughout Fortune 500 companies.^[23] Early implementations sought to understand its utility in meeting the ever-changing business environment and address concerns over the traditional rigid top-down employee performance evaluation structures. The top-down performance assessment approach inadvertently exacerbates a results-oriented, job-completion culture over a diverse health and wellbeing team-oriented workplace.^[24] This phenomenon is true in both corporate and military contexts, with the following outlining drivers for implementation.

Self and leadership development.

Self and leadership development are critical for organisations seeking to cultivate robust, but empathetic, leadership (especially at the strategic level), capable of working to develop high-performing, diverse and innovative teams.^[25] Multi-source assessment and feedback offers several key benefits. These include enhancing self-awareness, providing comprehensive insight into strengths, weaknesses, and blind spots, and enabling dynamic identification of areas for improvement over time.^[26] This feedback can focus on developing desired behaviours and competencies through a longitudinal approach. In an organisational context, this development can directly highlight leadership styles and their impact on performance, communication, team dynamics, and culture^[27].

Learning and development, talent management and succession planning.

Multi-source assessment and feedback contributes to individual and organisational learning cultures by proactively gaining insight into the cultural strengths and weaknesses of the organisation. These insights support open communication of strengths whilst guiding training, education, and career development (talent management and succession planning) programs.^[28]

Learning and development programs are central to broadening employee skills and knowledge. Additionally, when applied to assess the effectiveness of performance in training and education instructional roles, the opportunity to improve both the instructor and the learning materials is possible.^[29] Further enhancing organisational learning culture, multi-source assessment and feedback enables informed decision-making by gaining insights into the effects of leadership style and behaviour on others. When leaders express the humility for self-development, this positively influences an organisation’s learning culture.^[30]

Identifying high-potential leaders empowers the organisation to focus training and development programs, establishing leadership pools primed for succession as they progress.^[31] The 360-degree feedback nature of multi-source assessment and feedback supports identifying the ‘right’ leaders for the organisation, ensuring alignment of individual attributes to those desired for propagation. Longitudinal evaluation of recognised high performers ensures long-term success and validation of talent management and succession planning program goals.^[32] Talent Management programs utilising multi-source assessment and feedback have proved successful across various organisations, including PepsiCo, the United States Air Force, and the United States Army.^[33]

Performance appraisals, selection and promotion processes.

Multi-source assessment and feedback’s innate ability to measure performance management’s ‘how’ (behaviours) makes it ideal for integration into performance appraisal systems.^[34] In 2001, PepsiCo instituted a ‘dual rating process’ to improve leadership and drive diversity and inclusion as a culture change. One focussed on performance management where direct reports provided assessment input upwards on leaders, the other a complete 360-degree system focussed on talent management and succession planning for senior leaders. Measuring leaders’ alignment, accountability, and consistency with organisation goals and objectives (values and behaviours) maintains focus for individual and organisational success.^[35]

After much debate, recent multi-source assessment and feedback implementation within the United States Army sees peer and subordinate input into initial screening processes for command selections.^[36] Early evaluation of the Battalion and Colonel Command Assessment Programs and the prototyped Sergeant Major Assessment Program all indicate improvements in candidate selection, with positive cultural evolution emerging.^[37] Similar implementations have been successful in the corporate world. ^[38]

Enterprise performance improvement and organisational culture change.

Enhancing enterprise performance results from improving employee job or role proficiency and aligning member behaviours with team and organisational expectations.^[39] Consequently, positive cultural change across organisations emerges due to increased coordination, collaboration, and employee communication.^[40]

Multi-source assessment and feedback-supported Learning and Development and Talent Management and Succession Planning programs indirectly improve enterprise performance. Building trust and credibility by delivering actionable and measurable feedback and follow-up support encourages a cohesive, collaborative team environment, further enhancing performance and productivity.^[41]

Leadership, staff engagement and individual and organisational performance are all influenced by an organisation’s culture.^[42] Culture change is a process, not an event! Organisational culture change is usually a lengthy, resource-intensive, and often distressing process.^[43] Schein highlights:

a general change model that acknowledges from the outset the difficulty of launching any transformative change because of the anxiety associated with new learning … the realisation that we might have to unlearn something and learn new things that might challenge our competencies, our role or power position, our identity elements, and possibly our group membership.^[44]

Multi-source assessment and feedback provides an effective tool, in combination with others, for addressing the range of aspects required to tackle, let alone succeed with, organisational culture change.^[45] When a holistic implementation of multi-source assessment and feedback is undertaken across the areas described above, an organisation can develop a cultural environment for positive enhancement.^[46]

The evolution of multi-source assessment and feedback implementation from individual to team to organisation demonstrates its utility. The understanding and maturity of multi-source assessment and feedback now means it can be applied to support achieving outcomes that benefit individuals through the broader community.

Footnotes

¹ Defence Culture Blueprint, 2023.

² Pathway to Change - Evolving Defence Culture, 1; Commonwealth of Australia, Defending Australia in the Asia Pacific Century: Force 2030 (2009 Defence White Paper), 16–17; The Strategic Reform Program 2009 - Delivering Force 2030, 4.

³ Pathway to Change - Evolving Defence Culture, 1; Pathway to Change, 5–6.

⁴ Kavanagh and Ashkanasy, “The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger,” 88.

⁵ Defence Culture Blueprint, 2023.

⁶ Research Summary Report - Defence Culture Blueprint, 3.

⁷ Defence Culture Blueprint, 2023.

⁸ Research Summary Report - Defence Culture Blueprint, 55.

⁹ Schein and Schein, Organizational Culture and Leadership, 14–15; Cummings, “Process for Changing Organisation Culture,” 431.

¹⁰ Cummings, “Process for Changing Organisation Culture,” 431.

¹¹ Schein and Schein, Organizational Culture and Leadership, 17–25.

¹² Cummings, “Process for Changing Organisation Culture,” 431.

¹³ Schein and Schein, Organizational Culture and Leadership, 15 & 125.

¹⁴ Duval-Lantoine, “Culture Change Without Buy-In,” 56; Australian Defence Force – Philosophical – 0 - Leadership, Command:28.

¹⁵ Duval-Lantoine, “Culture Change Without Buy-In,” 51; Kavanagh and Ashkanasy, “The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger,” 82.

¹⁶ John W. Fleenor, Sylvester Taylor, and Craig Chappelow, Leveraging the Impact of 360-Degree Feedback, Second Edition, Second edition: 8.

¹⁷ London and Smither, “Can Multi-source Feedback Change perceptions of goal accomplishment, Self-Evaluations, and Performance-Related Outcomes?,” 803–4, 822; Hardison et al., 360-Degree Assessments, 16.

¹⁸ Fletcher and Baldry, “A Study of Individual Differences and Self-Awareness in the Context of Multi-Source Feedback.”

¹⁹ Rose and Kitayama, “Culture and the Self: Implications for Cognition, Emotion, and Motivation”; Ryan and Deci, “1: Overview of Self-Determination Theory: An Organismic Dialectical Perspective,” 3–4; London and Smither, “Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process,” 97.

²⁰ Hornsey, “Social Identity Theory and Self-Categorization Theory,” 205–9; Hogg, “A Social Identity Theory of Leadership,” 184.

²¹ London and Smither, “Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process,” 97.

²² Dweck, “The Mindsets,” 17–18; Dweck, “Business: Mindset and Leadership,” 190–201.

²³ Day and Halpin, “Leadership Development,” 9; Filiz and Jean-Pierre, “An Analysis of Personal and Professional Development in the United States Navy,” .25.

²⁴ Beiring, “Getting Serious About Leadership,” 17–18; Reese, “Transforming the Officer Evaluation System: Using a 360-Degree Feedback Model,” 5–6; Taylor, “Breaking the Bathsheba Syndrome,” 12.

²⁵ Filiz and Jean-Pierre, “An Analysis of Personal and Professional Development in the United States Navy,” 26–27.

²⁶ London and Smither, “Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process,” 87–88.

²⁷ Church et al., “Enhancing 360-Degree Feedback for Individual Assessment and Organization Development,” 50.

²⁸ Parker‐Gore, “Perception Is Reality,” 27.

²⁹ Athota and Malik, “360-Degree Feedback at the Workplace,” 325–26; Beba and Church, “Changing the Game for Women Leaders at PepsiCo,” 298; Beiring, “Getting Serious About Leadership,” 11.

³⁰ Kopsidas, “The 360-Degree Feedback Model as a Tool of Total Quality Management,” 4.

³¹ Derr, Jones, and Toomey, “Managing High-Potential Employees,” 177; Andrews and Stitt, “Human Capital Management of Air Force SOF: Leadership Identification, Selection And Cultivation,” 30.

³² Beba and Church, “Changing the Game for Women Leaders at PepsiCo,” 289.

³³ Athota and Malik, “360-Degree Feedback at the Workplace,” 323; Bracken and Church, “The ‘New’ Performance Management Paradigm: Capitalizing on the Unrealized Potential of 360 Degree Feedback,” 37; Church et al., “Enhancing 360-Degree Feedback for Individual Assessment and Organization Development,” 49; Nolan and Overstreet, “Improving How the Air Force Develops High-Potential Officers,” 25; Spain, “Reinventing the Leader Selection Process.”

³⁴ Bracken and Church, “The ‘New’ Performance Management Paradigm: Capitalizing on the Unrealized Potential of 360 Degree Feedback,” 36.

³⁵ Bracken and Church, 38.

³⁶ Andrews and Stitt, “Human Capital Management of Air force SOF: leadership identificaytion, Selection and Cultivation," 83; Cavallaro, Shulman, and Snell, “Going Full Circle: An Analysis of End-User Perspectives on the Implementation of the USMC 360-Degree Feedback Program,” 83.

³⁷ Enriquez, “I Took Part in the Army’s New Battalion Commander Assessment Program”; Pilgrim, “Prototype Sergeants Major Assessment Program at Fort Knox on the Right Path”; Spain, “Reinventing the Leader Selection Process”; US Army Talent Management Task Force, “New Tool Gathers Subordinate Input to Help Inform Commander Selection.”

³⁸ Guinn, “Change before You Have To,” 226; Day and Halpin, “Leadership Development,” 40–43.

³⁹ Thompson, “Improving Team Performance Through 360-Degree Feedback Northwestern University | School of Education & Social Policy.”

⁴⁰ “Philips 360 Degree Feedback Case Study - ETS”; Thompson, “Improving Team Performance Through 360-Degree Feedback Northwestern University | School of Education & Social Policy.”

⁴¹ Hardison et al., 360-Degree Assessments, 8; Jones, Improving Accountability for Effective Command Climate, 25–27.

⁴² Mash, Christodoulou, and De, “How to Change Organisational Culture,” 1.

⁴³ Jones, Improving Accountability for Effective Command Climate, 27.

⁴⁴ Schein and Schein, Organizational Culture and Leadership, 339–40.

⁴⁵ Ray and Goppelt, “Understanding the Effects of Leadership Development on the Creation of Organizational Culture Change,” 61.

⁴⁶ Mamatoglu, “Effects on Organizational Context (Culture and Climate) from Implementing a 360-Degree Feedback System,” 439–41.

Cite Article

Comments

Within this area, Defence’s newest members will be exposed to the conflict spectrum and theories associated with its employment. While additional emphasis will be afforded to one’s own Service, consideration will be given to joint operations and planning processes. The topic will also include an exploration of current ADF operations and emerging technological impacts on future preparedness.

The ADF’s contribution to Australian National Power through shape, deter and respond activities will be understood in general terms. Tied with this awareness will be ADO roles and responsibilities, including civil-military relations. The importance of Defence’s contribution in this regard will be linked to a general sense of Australia’s strategic environment. Resource management fundamentals will help underpin responsible expenditure of Commonwealth funds.

All members of Defence will also need to be competent in military administration, ADF roles and structures, and undertake all initial mandatory training. This foundation will continue to develop in subsequent JPME levels and increasingly expand opportunites for Joint Stream (out-of-category) postings and roles. APS does not require core military skills.

Following on from their respective recruit or commissioning course, ADF personnel will commence their Initial Employment Training (IET). This period can include workplace experience and periods of on-the-job training.

Graduation from IET marks the formal transition from Level 1 to Level 2. It is at this point when they are considered effective in the workplace.

Defence members at this level will have a sound understanding of their own Service or domain warfare systems and capability. As they progress through Level 2, they will display a stronger understanding about the ADF’s holistic contribution to Joint Force warfighting domains. This will extend to the nature and theory of war, which has developed through an academic study of historical case studies and contemporary military issues. Importantly, such awareness will help inform their understanding of the impact of technology on current and future warfare. Awareness of gender perspectives on operations will contribute to their well-rounded application of the Profession of Arms.

By recognising the difference between complicated and complex problems, personnel at this level will ensure their problem-solving strategies and decision making are optimised. In the earlier stages, personnel will employ more transactional, linear thinking, decision support tools (such as the Joint Military Appreciation Process or variations) but they will increasingly apply alternate thinking strategies to seek more sophisticated options. Greater availability of human-machine teaming systems will progressively reduce our reliance on lower order cognitive activity and thus facilitate more nuanced considerations to complex problems.

Australia’s approach to the formulation of military strategy and its strategic environment (including international and geopolitical) will strengthen as members advance in this Level. Through both courses and experience, they will also acquire a stronger understanding of interagency strategies, policies and decision making processes.

As they progress through Level 2, Defence personnel will progressively develop awareness and then expertise beyond their initial employment category.

These broader systems and processes will expand to include one or more of the five key Joint Streams: Military Support, Operations, Capability Development and Delivery, Strategy Policy and Engagement, and Intelligence.

Within JPME Level 2, Defence personnel will become increasingly proficient in their initial employment category. Through both their formal courses (initial employment training and subsequent intermediate courses) and workplace experience, they will display competency in their contribution to military power. As they develop greater technical expertise, senior personnel at this level will become suitable for growing the next generation, by seeking instructional roles.

Those operating at this level will understand both internal Joint Force command relationships and international engagement with coalition partners. Their employment of operational art will consider instruments of national power and campaign design, while the relationship challenges between strategic, operational and tactical levels of war will be clearly understood. Continual professional development will keep Level 3 practitioners abreast of emerging trends and future warfare techniques. Expertise will be apparent in the planning requirements for force generation and the factors that shape the execution of joint operations. National and military strategic planning considerations for Volatile, Uncertain, Complex, Ambiguous and Novel (VUCAN) environments will mature. Personnel will be increasingly aware of the influence technology has on current and future warfare as well as whole-of-government response options.

Those operating at this level will be increasingly comfortable with systems thinking to perceive and influence complex adaptive systems. Various alternative thinking strategies, such as Design Thinking and Multi-Criteria Decision Making, will allow them to thrive in the challenging multi-domain environment.

Importantly, they will be able to translate complex strategic issues into tangible ideas for their subordinates.

This level is noted for its integration of civil-military functions and instruments of national power. This includes strategy and public policy development as well as contemporary operating environments and implications for military and security forces. Awareness of both Joint and multinational logistics will complement resource management systems of the Joint Force.

Expertise in one or more of the Joint Streams specific processes will continue to develop with staff and/or leadership responsibilities aligning with roles held.

Examples of the advanced knowledge base likely to be demonstrated include: One Defence Capability System (or its successor) and FIC management, Joint Force staff roles, advanced Human Resources systems and processes, Whole of Government and international engagement approaches, as well as legislative requirements associated with the relevant Joint Stream.

Through more senior category appointments and opportunities, those at Level 3 will display expertise within their specialist category employment. Completion of charge courses, deployments, exercises and pre-command courses, personnel will increasingly expand their specialist expertise to support joint effects.

Increasing leadership expectations will develop within their category’s specialist vocation.

This level is recognised for its future Joint Force planning, development and sustainment challenges. Those operating in these positions will resolve military resource challenges and understand limitations of contracted support to operations. Operational artists will be adept at integrating strategic objectives to planning through the exploitation of emerging and non-traditional concepts for joint and multinational warfare. These skills will manifest in their ability to design and lead theatre strategies, campaigns and major operations. They will also be seeking opportunities to exploit technology’s influence on current and future warfare as well as its role in whole-of-government response options.

Cognitive performance will be enhanced through active seeking of diversity and a tolerance for ambiguity. Dealing with Defence-related wicked systems will be normal.

Problem-solving will increasingly accept increased risk to reflect the greater depth of wisdom and confidence in one’s judgments. This level is also noted for strategic thinking, visioning and championing a learning culture.

Level 4 leaders will be strong advocates of divergent thinking in their subordinates (when appropriate), to ensure Defence continues to improve systems and processes.

Those operating at this level have a very clear understanding of the impacts on national Defence policy and strategy. They will positively influence military capability development to enhance relevant instruments of national power. A strong awareness of contemporary global affairs and trends, combined with a deep understanding of international relations theories, will enhance their management of national military resources to support national security and foreign policy. Gender, peace and security impacts will continue to guide their strategic policy development.

Those operating at this level will be considered Generalists who possess a wide range of skills and expertise in multiple Joint Stream areas. With the exception of a select few specialists, these personnel will have actively sought out opportunities to broaden their versatility beyond their specialisation. Typical areas will include: strategic planning, civil-military relationships, campaign planning, strategic governance, business and financial acumen, One Defence Capability System leadership, strategic direction setting of emerging capabilities, policy leadership for future capability needs, and industry engagement for sustainment and growth.

At the enlisted level, Tier B and C warrant officers provide a vital link across the ADF, not only championing 75% of the ADF at the strategic table but also helping translate the top-down messaging. To do this, they must excel in understanding both worlds. Strategic level warrant officers also play a pivotal role in the command team relationship not only as advisors to decision-makers, but also in the strategic leadership of organisational culture, ongoing professional development, and the ideological underpinnings of the Profession of Arms throughout the ADF’s workforce

For those still in key roles within their primary category, there will be strong leadership expectations to ensure the delivery of capability, strategic advice on capabilities, limitations and future needs, as well as shaping the professional development system to grow future generations within the field.

Senior officers and their equivalents will be comfortable in crisis leadership situations across all aspects of Defence. They will be highly effective when commanding Joint Task Forces or conducting influence operations. This performance will come from a deep understanding of Joint Force attributes, structures, capability requirements, emerging concepts and risks affecting military strategies and campaign development. Their strategic leadership abilities will extend to synthesising operational lessons learned across all Force elements including deployment, employment and sustainment. All of these areas will be enhanced by their astute awareness of political and resource implications in joint warfare strategy and planning.

Multi-agency, political and global wicked systems are an expected reality of Level 5 roles. Those operating at this level will have the cognitive agility to respond comfortably with these challenges by exploiting paradigm shifting approaches (such as nudge theory) to improve systems to a more advantageous state.

Senior leaders at this level will be expert in strategic communication and information impacts. They will comfortably implement grand strategy through future-focused policy formulation and employment of armed forces. Their expertise in national intelligence community and architecture will help them influence national security and foreign policy. The implications of contemporary challenges on national security strategies will be understood. This depth of understanding will be drawn from a strong awareness of national powers’ characteristics, capabilities and limitations combined with the civil-military relations necessary to deliver national power instruments.

Senior officers and SES band public servants at the highest echelons will be skilled in decision cycles and information/knowledge management systems. They will understand Government processes for capability acquisition and how to exploit technology enablers within enterprise systems.

As leaders of Force Element Groups (FEGs) or Joint Task Forces (JTFs), senior military officers will integrate emerging capabilities and technology to both maintain force-in-being deterrence and deliver operations to meet Government response options. In policy and advisory roles, they will exploit emerging capabilities and technologies when shaping military strategy, policy development and implementation. Industry engagement will enhance support of sovereign capability and Australia’s economic prosperity

A Service Warrant Officer is a unique appointment within each Service, one of influence and advice rather than Command. E10 Warrant Officers have strategic leadership responsibilities as Command advisors to Senior Leadership of their Service to provide critical insight to key decisions through an alternative lived experience and with support from Senior Enlisted Personnel to give a balanced, informed and analysed perspective from the workforce.

They also play a pivotal role in the organisation’s leadership, able to utilise their professional knowledge and experience to provide context and make the complex simple and the simple compelling. The unique appointment ensures the Service WO stays connected to contemporise issues for the workforce and represent those gaps and opportunities at the appropriate delegated level.

Service Warrant Officers deliberately steward, communicate and are genuinely dedicated to their Service; while always supporting strategic organisation culture and setting the conditions for long-term success.

Service Warrant Officers have a concurrent liability to foster relationships supporting Australia’s national power through networking and encouraging active engagement with counterparts to promote a commonality of purpose: – Friendship, Partnership and Leadership.

Social Mastery

Ethical Philosophies social-ethics-level2

Moral Leadership social-ethics-level3

Lead organisation through ethical concerns social-ethics-level4

Stewarding the Profession social-ethics-level5

Biography

Jason Keir

Executive Officer for the J8 – Modernisation, Assessment and Assurance Branch within Headquarters Joint Operations Command.

Wing Commander

Wing Commander Jason Keir joined the Royal Australian Air Force in 1991 as a Technologist Apprentice, later commissioning as an officer in 2001. With degrees in Electrical Engineering and Computer Science, he has held key roles in avionics maintenance, operational capability development, logistics policy, and strategic capability governance. His career includes deployments to Afghanistan and leadership in major capital acquisition projects, as well as contributions to international defense research collaborations.