the Aged Care Today magazine featured articles

But what about reluctant leaders? There are many capable people who shun the limelight but have the capacity to observe and listen to everyone, possess their own sound ideas and proclaim a shared vision.

Reluctant leaders often find themselves in key roles because of their inherent capacity and personal attributes, but not necessarily by choice. They might be recommended for roles by an established leader, or asked to mentor another person, because their qualities are easy to identify.

While reluctant leaders might be more likely to be introverted, this doesn’t make them any less effective. They can still fit neatly into a range of leadership styles, such as steadfast, participatory, situational, democratic, philanthropic, servant, humanitarian or visionary.

From Churchill to Ruth Bader Ginsbury, Jacinda Arden to Nelson Mandela, Oskar Schindler to William Wallace, Emmeline Pankhurst to Walt Disney – there are hundreds of notable leaders and thousands of unsung ones, many who began as reluctant leaders.

Embodying presence is still an important part of being a leader, but the good news is this can be cultivated and learned. Because presence comes from recognising purpose over ego. It is not about a sense of entitlement or self-importance, but an understanding of the mission at hand, the value of teamwork and a focus on the greater good.

Whether a leader is born or made, there are qualities common to leaders who are effective in their roles. Primarily, they include a clear and articulated vision; integrity and active collaboration; kindness and respect for others; and the ability to recognise others’ contributions.

An effective leader understands they are responsible for setting and maintaining standards, as well as cultivating work cultures based on psychological safety. In practice, this means workplaces that support robust discourse, open communication and two-way feedback. Errors should be evaluated without the application of blame or shame, but with a view to continuous improvement.

Like everyone, leaders will adapt and grow over time. Lifelong learning is important for everyone, but vital for a leader. Our leaders must now be fluid, agile and ‘working to learn’, as rapid technological development and innovation drive competitiveness to a level unseen before. The era of adaptive leadership is here.

Ageing Australia is continually exploring new ways to help aged care leaders thrive. Our leadership training is for all kinds of leaders: those eager to lead, quiet achievers reluctant to lead, those ripe for promotion, and the progressive executive leaders who seek opportunities to challenge their thinking and stretch possibilities into reality.

In 2026, we have engaged leadership expert Bruce Williams to deliver a series of advanced leadership workshops to explore the impact of the 4th industrial revolution, the shift to higher levels of complexity, technology-augmented work and non-linear careers. These workshops are ideal for any leader who has realised they need to move beyond the status quo.

Ageing Australia will also be offering a deeper dive into the complexities of leading people through a series of masterclasses for C-suite leaders. The masterclasses aim to challenge leaders to engage in fresh thinking, harness the power of adaptive leadership and explore new business models to stimulate fiscal return and business sustainability.

“We’re extremely proud of our leadership programs because we know they’re helping build capacity in the aged care workforce,” said Tegan Roberts, Ageing Australia’s Senior Manager Learning Quality and Delivery. “The feedback we receive from participants is always positive, and because we have a range of leadership and professional development offerings, there really is something for every leader at each stage of their leadership journey.”