As chief operating officer at Australia's United States Studies Centre at the University of Sydney, Edward Palmisano has some formidable responsibilities. The organization plays a key role in strengthening the vital U.S.-Australia relationship in an increasingly polarized global environment—and during a time of unprecedented growth.
"We have doubled in size, achieved record student enrolments, built record levels of stakeholder engagement, and attained the strongest financial position in our history," he noted. "With this expansion comes new challenges, and the principles of adaptive leadership have been invaluable in addressing them."
To master those principles, Edward completed the Leadership for the 21st Century program through Harvard Kennedy School Executive Education. "Helping lead such a dynamic organization demands an inclusive, forward-thinking leadership style," he said. "The Harvard Kennedy School is renowned for its emphasis on leadership. This program sharpened my ability to lead diverse teams and tackle complex, adaptive challenges."
Particularly appealing, he added, was "Harvard's focus on the ability to navigate through uncertain environments where clear solutions are elusive."
A key to success is being able to distinguish between "technical problems and adaptive challenges," Edward said. "While technical problems have known solutions, adaptive challenges demand new thinking and learning. This distinction is vital for leaders facing fast-evolving issues. At the centre, where our work touches on sensitive foreign policy topics, this framework has helped me navigate both internal and external complexities more effectively."
On a similar note, Leadership for the 21st Century helped Edward grasp the critical distinction between simple authority and genuine leadership. "One can hold a position of authority without being an effective leader," he said. "Conversely, those without formal authority can still lead by influencing and inspiring others. Effective leadership is about creating the conditions for others to succeed while cultivating a culture of openness, collaboration, and mutual respect.
"This understanding transformed my approach. The Harvard program equipped me with tools to face complex challenges head on while building a more cohesive, inclusive, and effective culture. I learned that my role as a leader is not to provide all the answers but to guide the organization in asking the right questions and remaining focused on our core values—trust, inclusivity, and intellectual rigor."
Effective leaders must also separate their personal identity from the requirements of their position. "Leaders often face tough decisions that can weigh heavily on them," Edward said. "But understanding that these decisions are part of our roles—and do not define us as individuals—was empowering."
Empowered leaders also welcome diverse inputs and influences. "Inclusive leadership fosters a culture where everyone feels valued," he said. "Everyone has different sources of meaning, and it is crucial for leaders to tap into these to inspire their teams."
Practical applications were a focus throughout the program. Edward found the 'case-in-point' methodology to be particularly insightful. "We examined real-world examples, such as the U.S. response to COVID-19, the Northern Ireland peace process, and the fight against HIV in Africa," he said. "We then applied this framework to our professional challenges. That shifted my approach to problem-solving, encouraging a more diagnostic mindset. Rather than reacting to surface-level symptoms, I now focus on understanding the root causes to ensure we address the right problems and avoid wasting resources on superficial fixes."
That's just one of the many tangible benefits that Edward gained through Leadership for the 21st Century. "The lessons I've brought back are already shaping my leadership at the centre," he said. "These are not just theoretical concepts—they are practical tools I apply daily to lead with greater courage and effectiveness."