PGA Institute: Registration Open for PGA Leadership Program

POSTED ON June 3, 2026 @ 8:40 am

People with the vision and passion to lead Australian golf forward are being invited to register for the PGA Institute’s Emerging Leaders Program starting in June.

A five-part online leadership series delivered by Rowan Dick of Executive Green, the Emerging Leaders Program provides aspiring and high-potential leaders with practical tools, proven frameworks and real-world insights to strengthen their leadership capability and accelerate their professional growth.

The first of the interactive workshops will be held on June 16 and provide a leadership overview that covers topics including psychological safety in the workplace, different definitions and models of leadership, the five dysfunctions of a team and creating effective, high-performing team environments.

The program will continue with monthly sessions up until the fifth and final session in October, which examines individual leadership styles and personality assessments.

Given the influx of new people coming into golf at a wide array of facilities, the PGA of Australia’s Senior Manager – RTO, Suzanne Burns, said it has never been more important to have an educated and evolving team of leaders driving golf forward.

“Golf and the people playing our sport is changing rapidly and we need a team of leaders throughout Australia able to meet that changing demand,” said Burns.

“Rowan and the team at Executive Green do a fantastic job in identifying what strong and effective leadership looks like and how individuals can take those learnings and employ them in their own workplace.

“Effective leadership elevates everyone within an organisation to perform at their best and why it is such a valuable commodity to have within every golf facility in Australia.”

The Director of Golf at Nudgee Golf Club in Brisbane, PGA Professional Chris Duke completed the Emerging Leaders Program last year and applied his learnings to immediate effect.

“The program encouraged me to step back and review how and why we do things, rather than continuing with existing processes,” said Duke.

“One example of this was introducing an anonymous staff satisfaction survey to gain a clearer understanding of the issues and challenges the team were facing. It also provided an opportunity to highlight what was working well and recognise team members who had been going above and beyond.

“This initiative led to more open feedback, better conversations and a stronger focus on continuous improvement and team engagement.”