Leisa Sargent, dean of the University of Sydney Business School, talks to Ambition editor Colette Doyle about creating impact at scale, the thought process behind the school’s newest MBA programme and how management education in Australia faces a unique combination of challenges In conversation with… Leisa Sargent
Tell us a little bit about your background and how you came to be in your current role “I was awarded my PhD by the Rotman School of Management at the University of Toronto, supported by Queensland University of Technology. My field is Organisational Behaviour and I am epistemologically ambidextrous, meaning that I am capable of conducting both quantitative and qualitative research. I greatly enjoyed my PhD studies – including a visiting position at Cornell – as well as the calibre of my cohort, before accepting an academic role at the University of Melbourne. “I have been fortunate to work in institutions that value both academic excellence and societal impact; I include the University of New South Wales (UNSW) in that reflection, where I was senior deputy dean of the business school, as well as holding the position of co-deputy vice‑chancellor for EDI (equity, diversity and inclusion). “That orientation now underpins my role as dean at the University of Sydney Business School. Our ambition is to develop responsible leaders and create impact at scale, drawing on the depth of the university’s multidisciplinary expertise and enduring partnerships with industry, civil society and government. A key focus of my leadership has been reimagining how we educate leaders across the lifecycle – ie degree programmes, executive education and lifelong learning – to ensure relevance and flexibility in a period of rapid technological, social and geopolitical change.” What have been some of the highlights of your career to date? “Several moments stand out. Being recognised nationally as an educator was deeply affirming, but equally important‑‑
has been the work at UNSW of shaping a coherent university-level narrative about the role such institutions play in addressing the UN’s sustainable development goals. “More recently, I am proud of the leadership work undertaken during Covid, where we focused on creating a holding environment and supporting leaders to adapt under extreme uncertainty. At Sydney, highlights include contributing to a more resilient and globally focused business school, catalysing innovation across our MBA portfolio and advancing executive education through Sydney Executive Plus. This is a strategic initiative by the University of Sydney Business School that delivers flexible, digital-first executive education in partnership with companies such as IBM. “The launch of the Skills Horizon report is a particularly significant milestone. Drawing on insights from more than 150 global leaders, it positions our school as a source of strategic intelligence for leaders navigating what has been described as the ‘decade of disorientation’. The report also reinforces our commitment to responsible, future-focused leadership development. “Fulfilling our social contract with First Nations peoples is central to our business school’s strategy. We are investing in I ndigenous student access and success, culturally safe spaces and I ndigenous workforce capability, along with a curriculum that integrates I ndigenous knowledge and perspectives. This work is led through dedicated I ndigenous leadership and extends into partnerships with I ndigenous businesses and communities, supporting economic self-determination and responsible leadership. It is practical, embedded and focused on long-term impact.”
12 Ambition • ISSUE 2 • 2026
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