SENIOR LEADER (L7)

This occupation is found in small, medium and large organisations in the public, private or third sectors and sustainability as an area of the economy including health, finance, engineering, manufacturing, business and professional services, education, retail, leisure, technology and construction. Senior Leaders are a key component of all types of business model where there is a workforce to lead, manage and support. The broad purpose of the occupation is to provide clear, inclusive and strategic leadership and direction relating to their area of responsibility within an organisation. Typically, this involves setting, managing and monitoring achievement of core objectives that are aligned to the overall strategic objectives of their organisation’s Board (or equivalent). In a smaller organisation they are also likely to contribute to the execution and achievement of these strategic objectives. A Senior Leader influences at a higher organisational level, including sometimes at Board (or equivalent) level, and sets the culture and tone across their area of responsibility. They may work in varied environments including in an office, onsite, or remotely and demonstrate a high level of flexibility and adaptability to meet the needs of the organisation. In their daily work, an employee in this occupation interacts with internal stakeholders such as members of their team, other senior leaders or managers, support services (for example: finance, marketing, HR) and project groups and, in larger organisations, they may be part of a wider specialist team. Depending on the size of their organisation, a Senior Leader may be responsible for reporting results relating to their area of responsibility to a Board, trustees, shareholders, executive team or to other senior management within the organisation. Externally, a Senior Leader acts as an ambassador for their organisation with wide-ranging networks typically involving customers or clients, supply chains and statutory/regulatory bodies. An employee in this occupation will be responsible for 

• Setting direction, vision, governance and providing a clear sense of purpose for their area of responsibility.
• Providing clear and inclusive leadership.
• Identifying longer-term opportunities and risks using data from internal intelligence sources and external influences.
• Developing sustainable, ethical, innovative and supportive cultures that get the best from people and enable the delivery of results.
• Resources that may include budgets, people, assets and facilities.
• Staying up to date with innovation and championing its adoption.
• Keeping pace with – and responding to change – by leading agile transformation.
• Leading and promoting sustainable business practices.
• Responding and managing crisis situations.

Associate Director
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Business Unit Head
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Chief Executive Officer (CEO)
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Chief Financial Officer (CFO)
The Chief Financial Officer oversees financial strategy, resource allocation, budgeting, regulatory compliance, and financial risk management to support organisational stability and growth.

Chief Information Officer (CIO)
The Chief Information Officer leads digital transformation and IT strategic planning, ensuring technology infrastructure, cybersecurity, and innovation align with organisational priorities.

Chief Operating Officer (COO)
The Chief Operating Officer manages day-to-day operations and ensures that organisational processes, systems, and resources effectively support strategic goals and service delivery.

Divisional Head
A Divisional Head provides strategic and operational leadership for a major division, focusing on performance management, staff development, and alignment with wider organisational strategies.

Executive Director
An Executive Director holds senior accountability for governance, stakeholder engagement, and strategic decision-making to drive organisational mission, performance, and reputation.

HE Registrar
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Head of Department/Faculty
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Warrant Officer
A Warrant Officer is a highly experienced military leader, responsible for specialist expertise, operational coordination, discipline, and the professional development of service personnel.

Serco (employer chair), Civil Service (employer chair), Acivico (Birmingham City Council), Anglo Educational, Barclays, BT, Balfour Beatty, Barchester Healthcare, Boots UK Ltd, British Army, BBC, CMI, Co-op, DFS, Grant Thornton, Interserve, JRV Associates, KPMG, Morgan Sindell, NHS (Dept of Health), Nestle, Opus Building Services, Pearson, Pendragon plc, Ricoh, Sainsburys, Santander UK plc, Speedy Services, umi Digital, Unipart, United Utilities plc, Virgin Media, Wincanton, XPO Logistics.

K1: How to shape organisational mission, culture, and values.

K2: Organisation structures; business modelling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.

K3: New market strategies, changing customer demands and trend analysis.

K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture and sustainability.

K5: Systems thinking, knowledge/data management, research methodologies and programme management.

K6: Ethics and values-based leadership theories and principles.

K7: Competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big data and insight to implement and manage change.

K8: Financial strategies, for example scenarios, modelling and identifying trends, application of economic theory to decision-making, and how to evaluate financial and non-financial information such as the implications of sustainable approaches.

K9: Financial governance and legal requirements, and procurement strategies.

K10: Organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures.

K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity and inclusion.

K12: Influencing and negotiating strategies both upwards and outwards.

K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.

K14: Working with board and other company leadership structures.

K15: Brand and reputation management.

K16: Working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation and the sustainability agenda.

K17: Crisis and risk management strategies.

K18: Coaching and mentoring techniques.

K19: Approaches to developing a Corporate Social Responsibility programme.

K20: The organisation’s developing communications strategy and its link to their area of responsibility.

B1: Work collaboratively, enabling empowerment and appropriate delegation.

B2: Take personal accountability aligned to clear organisational and ethical values.

B3: Be curious and innovative — exploring areas of ambiguity and complexity and finding creative, evidence-based solutions.

B4: Value difference and champion diversity to build inclusive and respectful cultures.

B5: Seek continuous professional development opportunities for self and the wider team.