Unit of competency details

BSBLDR801 - Lead personal and strategic transformation (Release 1)


ReleaseStatusRelease date
1 1 (this release)Current 25/Mar/2015

Usage recommendation:
Supersedes and is equivalent to BSBLED701A - Lead personal and strategic transformationUpdated to meet Standards for Training Packages Recoded to meet AQF Standards 24/Mar/2015

Training packages that include this unit


SchemeCodeClassification value
ASCED Module/Unit of Competency Field of Education Identifier 080303 Human Resource Management  

Classification history

SchemeCodeClassification valueStart dateEnd date
ASCED Module/Unit of Competency Field of Education Identifier 080303 Human Resource Management  30/Jul/2015 
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Unit Of competency

Modification History



Release 1

This version first released with BSB Business Services Training Package Version 1.0.


This unit describes the skills and knowledge required to analyse and improve personal leadership style and professional competence and to lead organisational transformation and learning for strategic outcomes.

It covers leading transformational practices, cultivating collaborative practices, completing ongoing professional development and providing strategic leadership in a dynamic context.

It applies to those who use cognitive and creative skills to review, critically analyse, consolidate and synthesise knowledge, in order to generate ideas and provide solutions to complex problems. They use communication skills to demonstrate their understanding of theoretical concepts and to transfer knowledge and ideas to others.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Unit Sector

Management and Leadership - Leadership

Elements and Performance Criteria



Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1. Reflect on personal efficacy

1.1 Identify and apply strategies to create a climate that encourages and allows for the receiving and giving of constructive feedback

1.2 Regularly review own performance in terms of personal efficacy, personal competence and attainment of professional competence outcomes and personal development objectives and priorities

1.3 Review own capacity as a role model in terms of ability to build trust, confidence and respect of diverse groups and relevant individuals

1.4 Evaluate personal effectiveness in building an effective organisational and workplace culture

1.5 Analyse and evaluate personal effectiveness in developing the competence required to achieve operational accountabilities and responsibilities

2. Lead in a transformational manner

2.1 Apply transformational and transactional leadership practices

2.2 Demonstrate empathy in personal communication, relationships and day to day leadership role

2.3 Lead consistently in an inclusive manner that is respectful of individual differences

2.4 Monitor and regulate own potentially disruptive emotions and impulses

2.5 Manage work based relationships effectively

2.6 Integrate own emotions with cognitions in personal leadership style

2.7 Evaluate personal leadership style and adjust for different contexts

3. Model and cultivate collaborative thinking

3.1 Apply judgement, intelligence and common sense when undertaking day to day leadership role

3.2 Analyse relevant legislation, information and intelligence sources when evaluating business opportunities

3.3 Draw upon personal expertise of self and relevant individuals to achieve strategic results

3.4 Seek and encourage contributions from relevant individuals

3.5 Model and encourage collaborative communication and learning approaches in the workplace

3.6 Cultivate existing and new collaborative and participative work relationships

4. Provide strategic leadership during change processes

4.1 Positively convey organisational direction and values to relevant individuals and relevant stakeholders

4.2 Analyse the impact and role of leadership during organisational change

4.3 Analyse and confirm capacity and competence of relevant individuals to contribute to change processes and plans

4.4 Develop learning and communication solutions to address problems and risks arising for individuals during organisational change

4.5 Identify leadership styles and develop approaches to best respond to the impact of change on people and processes

Foundation Skills

This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.







  • Develops insights from previous experience to improve personal performance


1.1, 1.2, 3.2, 4.5

  • Sources, evaluates and critiques ideas and information from a range of complex texts to assist with decisions, choices and to manage organisational requirements


1.1, 1.5, 4.4, 4.5

  • Records results of analysis using clear and comprehensible language and layout
  • Researches and prepares plans for relevant stakeholders incorporating appropriate vocabulary, grammatical structure and conventions

Oral communication

2.2, 2.3, 3.4

  • Expresses opinions and information and responds to other people's views using language appropriate to audience

Navigate the world of work

1.4, 1.5, 3.2, 3.3

  • Considers own role in terms of its contributions to broader goals of the work environment
  • Takes full responsibility for identifying and following policies, procedures and legislative requirements

Interact with others

1.1-1.5, 2.1-2.7, 3.1, 3.4-3.6, 4.1

  • Understands impact of own behaviour on others, reflecting on personal strengths and limitations and implementing strategies to regulate behaviour
  • Influences and fosters a collaborative culture facilitating a sense of commitment and workplace cohesion
  • Uses a variety of communication tools and strategies to build rapport and maintain effective working relationships
  • Uses appropriate interpersonal skills to encourage contributions and elicit ideas from others
  • Adapts personal communication style to build a positive working relationship and show respect for the opinions, values and particular needs of others

Get the work done

1.1, 2.1, 4.2, 4.3, 4.4, 4.5

  • Develops plans to manage complex activities with strategic implications that involve a range of personnel with diverse skills, knowledge and experience
  • Systematically gathers and analyses all relevant information and evaluates options to inform decisions with the potential to affect organisational outcomes

Unit Mapping Information

Code and title  

current version 

Code and title 

previous version 


Equivalence status 

BSBLDR801 Lead personal and strategic transformation

BSBLED701A Lead personal and strategic transformation

Updated to meet Standards for Training Packages

Recoded to meet AQF Standards

Equivalent unit


Companion Volume implementation guides are found in VETNet - https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-4da407e23c10


Assessment requirements

Modification History



Release 1

This version first released with BSB Business Services Training Package Version 1.0.

Performance Evidence

Evidence of the ability to:

  • reflect on and improve own development, personal leadership style and self-management skills
  • demonstrate the application of leadership styles and approaches appropriate to individuals involved, the outcomes being sought and the context
  • model and encourage collaboration
  • provide strategic leadership during a change process
  • effectively manage workplace relationships
  • analyse relevant legislation, information and intelligence sources.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

  • outline the relevant legislative and regulatory context of the organisation
  • state the organisation s mission, purpose and values
  • outline organisation s objectives, plans and strategies
  • describe a range of leadership styles
  • describe personal development planning methodologies
  • outline data collection methods
  • explain the process for external environment scanning relating to social, political, economic and technological developments
  • explain emotional intelligence and its relationship to individual and team effectiveness
  • explain organisational transformation and the management of the stages of change
  • explain organisational design and building in responsiveness of operations to change in customer or market conditions.

Assessment Conditions

Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership field of work and include access to:

  • legislation, regulations and codes of practice
  • workplace plans, mission statements, policies and procedures
  • case studies and, where possible, real situations
  • interaction with others.

Assessors must satisfy NVR/AQTF assessor requirements.


Companion Volume implementation guides are found in VETNet - https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-4da407e23c10

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