Individuals holding leadership, management or supervisory responsibilities occupy positions of particular trust within the University.
Whilst the same disclosure requirements apply to all staff, senior leaders should recognise that their decisions often have a wider impact on colleagues, teams and organisational culture.
As a result, greater scrutiny may be applied where relationships involve individuals who:
- hold line management responsibilities;
- exercise significant decision-making authority;
- influence recruitment or promotion processes;
- allocate resources, opportunities or funding;
- oversee disciplinary, grievance or capability procedures;
- hold executive, faculty or departmental leadership roles.
Leading by Example
Managers and senior leaders play an important role in promoting confidence in University processes.
This includes:
- making timely disclosures;
- being transparent about conflicts of interest;
- seeking advice where uncertainty exists;
- demonstrating professional integrity;
- supporting the consistent application of policy.
The actions of senior leaders often set the tone for others.
Managing Perceptions
Senior leaders should be particularly mindful of perceived conflicts of interest.
Even where decisions are entirely fair and objective, colleagues may question outcomes if a personal relationship exists.
For this reason, leaders should consider:
- how decisions may appear to others;
- whether additional transparency is required;
- whether independent oversight would be beneficial;
- whether responsibilities should be delegated.
Protecting confidence in decision-making is just as important as avoiding actual conflicts.
Recruitment and Promotion
Particular care should be taken where personal relationships intersect with:
- recruitment;
- promotion;
- reward and recognition;
- succession planning;
- talent management.
Where a conflict exists, leaders should normally remove themselves from the process and ensure alternative arrangements are put in place.
Performance Management and Formal Procedures
Managers should not normally oversee:
- performance management;
- capability procedures;
- disciplinary processes;
- grievance matters;
- attendance management
where a personal relationship creates an actual or perceived conflict of interest.
Alternative management arrangements should be considered in consultation with Human Resources.
Organisational Decision-Making
Senior leaders should be mindful that influence extends beyond formal decision-making.
Conflicts can sometimes arise through:
- informal discussions;
- recommendations;
- strategic planning conversations;
- allocation of opportunities;
- access to information.
The absence of formal authority within a particular process does not always remove the possibility of influence.
Relationship Breakdown
Where a relationship ends, managers and senior leaders should be alert to the possibility of:
- workplace tensions;
- allegations of unfair treatment;
- perceptions of retaliation;
- difficulties within teams.
Support should be sought promptly if workplace issues emerge following the end of a relationship.
Questions for Reflection
Senior leaders may find it helpful to consider:
Could a reasonable observer perceive my involvement as influencing this outcome?
Have I declared all relevant conflicts of interest?
Should I remove myself from this decision-making process?
Would independent oversight provide reassurance?
Would I be comfortable explaining these arrangements to colleagues, auditors, regulators or external investigators?
If uncertainty remains, seek advice from Human Resources before proceeding.
Remember
Holding a leadership position does not prevent personal relationships from existing.
However, it does bring additional responsibilities to ensure that decisions remain transparent, fair and free from actual, potential or perceived conflicts of interest.
Maintaining trust in University processes is a key leadership responsibility.