Next Article in Journal
Airport Casualties: Non-Admission and Return Risks at Times of Internalized/Externalized Border Controls
Next Article in Special Issue
The Resurgence of Education in Railway and Metro Engineering in Brazil
Previous Article in Journal
The Impact of Economic Globalization on the Employment Policies in 19 Western Democracies from 1985 to 2010. Limited Change or Radical Shift towards Workfare?
Previous Article in Special Issue
A Successful Cooperation between Academia and Industry in Higher Rail Education: The Postgraduate Course in “Railway Infrastructure and Systems Engineering” at Sapienza
Article Menu

Export Article

Open AccessCase Report
Soc. Sci. 2015, 4(3), 718-741;

Leadership Talent: A Study of the Potential of People in the Australian Rail Industry

JP Research & Consulting, Port Lincoln 5606, Australia
Academic Editor: Martin J. Bull
Received: 28 July 2015 / Revised: 25 August 2015 / Accepted: 7 September 2015 / Published: 15 September 2015
(This article belongs to the Special Issue Leadership, Learning and History in the Rail Industry)
Full-Text   |   PDF [794 KB, uploaded 15 September 2015]   |  


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. View Full-Text
Keywords: leadership; talent; rail; Australia; adult learning; workforce development leadership; talent; rail; Australia; adult learning; workforce development

Figure 1

This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. (CC BY 4.0).

Share & Cite This Article

MDPI and ACS Style

Piip, J. Leadership Talent: A Study of the Potential of People in the Australian Rail Industry. Soc. Sci. 2015, 4, 718-741.

Show more citation formats Show less citations formats

Related Articles

Article Metrics

Article Access Statistics



[Return to top]
Soc. Sci. EISSN 2076-0760 Published by MDPI AG, Basel, Switzerland RSS E-Mail Table of Contents Alert
Back to Top