Abstract
This paper discusses the importance of leadership talent in the rail industry in Australia. Like many other countries around the world, rail is troubled by its ability to attract new talent as older leaders with specialized knowledge retire. This study sought to identify whether the sector is making the most of the talent already existing within, knowing the barriers faced in attracting new industry entrants, and questions what can be done to strengthen current approaches to developing leaders. In exploring the meaning of leadership talent, from a skills based perspective with three levels of leaders, blended methods using semi-structured interviews and a survey were utilized. The study is important because it focuses on the people aspects of the industry, a little researched area of rail that has major implications for how employees are engaged and retained. The findings identified a certain mindset, culture and approach about leadership talent in organizations that overlooked the heterogeneity of rail organization populations, precluding certain groups of people from becoming leaders. The project identified that leadership and other soft skills required in the rail industry are both under researched, and often undervalued, for the impact that they can have on performance and productivity of companies. There are key messages from this study for both organizations as well as inspiring rail industry leaders.
Highlights
Australian rail industry leaders belong to an exceptional group
At a time when the industry is altering dramatically, this case study touches on workforce issues of who can be a leader in the future, diversity over heterogeneity, and the need to have a new mindset about leadership talent in the Australian rail industry
This study aimed to explore how leaders at executive, middle and frontline levels in the Australian rail industry understand leadership talent, with the aim of deepening our understanding of the “talents”
Summary
Australian rail industry leaders belong to an exceptional group. For decades, they have fostered the cultural constructs of the industry that are built on the foundations of tradition and time. At a time when the industry is altering dramatically, this case study touches on workforce issues of who can be a leader in the future, diversity over heterogeneity, and the need to have a new mindset about leadership talent in the Australian rail industry. Senior experienced rail leaders and managers hold the majority of leadership roles while there is a significant leadership gap in the younger age groups [3]. Compounding external events such as the enduring turbulence in global financial markets and rising costs of living have further impacted some leaders’ decisions to maintain their positions and postpone their retirement [5]. Development theme of research, from where this project on leadership talent was situated, aimed to identify a number of innovative strategies around education and training resulting from the human resource challenges facing the rail industry at this time
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