SHRM - Leadership & Navigation

Leadership & Navigation

The knowledge, skills, abilities, and other characteristics (KSAOs) needed to create a compelling vision and mission for HR that aligns with the strategic direction and culture of the organization, accomplish HR and organizational goals, lead and promote organizational change, navigate the organization, and manage the implementation and execution of HR initiatives

What in leadership and navigation enables HR professionals to keep the organization focused on its goal, to use the talent in the organization fully by generating greater collaboration among employees and fostering continuous growth, and to help the organization overcome obstacles?

Expertise

What critical skills does effective HR leadership combine?

The ability to see opportunities and problems, to envision a different future and design a path toward it, to really necessary support within the organization, and to manage initiatives that create measurable and sustainable benefits

Fayol's definition of the functions of management

Planning, organizing, staffing, directing, and controlling

According to Goleman, what does leadership style affect in the workplace?

Employee ability to make informed decisions

Employee sense of responsibility to the organization

Standards employee seek to meet or exceed

Employee belief that they will be rewarded for work

Understanding of missions and shared values

Feeling of commitment to a shared goal

Six approaches to leadership

Coercive

Authoritative

Affiliative

Democratic

Pacesetting

Coercive leadership

Leader imposes a solution on the team and demands the team to follow

Authoritative leadership

Leader creates the solution and invites the team to join the solution

Affiliative leadership

Leader and team members have a strong relationship and team members are motivated by loyalty

Democratic leadership

Leader invites team to collaborate together on the solution

Pacesetting leadership

Leader sets high expectations and challenges team to meet these expectations

When is coercive leadership effective and ineffective?

Effective- During crisis and immidiate action is needed

Ineffective- When it damages employee sense of work ownership

When is authoritative leadership effective and ineffective?

Effective- When solution captures team's engagement

Infective- When leader lacks expertise

When is affiliative leadership effective and ineffective?

Effective- All times, but especially when leader has inherited a dysfunctional/dispirited team

Ineffective- When used without team support

When is democratic leadership effective and ineffective?

Effective- When leader relies on team to create vision

Infective- When time is short

When is pacesetting leadership effective and ineffective?

Effective- When teams are highly competent and intrinsically motivated

Infective- When expectations are too high and team is tired and discouraged

Coaching leadership

Leaders focus on developing team skills that aligns with company goals and employee personal/professional goals

When is coaching leadership effective and ineffective?

Effective: When leaders are highly skilled in strategic management, communication, and motivation and make time for coaching when team members are receptive

Ineffective: When team resists changing their performance

Mentoring

Leader focuses on both employee character and fostering their skills by helping them navigate and understand the organization

Coaching

Focus on developing employee's skills that align with organization

When is mentoring effective and ineffective

Effective- When mentor has time to commit to the relationship and mentee is looking for more than just career advancement

Ineffective- When mentor cannot commit to development and the mentee is not focused on their development

What does effective leadership look like?

Develops and coaches

Builds positive relationships

Exhibit values and fulfill promises/commitments

Is functional expertise

What does ineffective leadership look like?

Focuses on leader's self instead of big picture of organization

Lacks strategic perspective and focuses on short-term tasks

Reactive to change

Lacks efficiency in innovation and long-term goals

Trait Leadership theory

Leaders are born, not made

Behavioral Leadership theories

Leaders influence group members through certain behaviors

Blake-Moulton Leadership Theory

Says there are 5 types of managers: Country Club, Impoverished, Authoritarian, Middle-of-the-Road, Team Leaders

Country Club Managers

(Low task, high relationship) tends to avoid jeopardizing relationship with team

Impoverished Managers

(Low task, low relationship) delegate and disappear

Authoritarian Managers

(High task, low relationship) expects team to do what they're told without question

Middle-of-the-Road Managers

(Midpoint on task and relationship) Gets work done, but not considered leaders

Team leaders

(High task, high relationship) leads by example and fosters team development and individualism

What are situational theories?

Says that leaders can adapt to meet the needs of a situation

Hersey-Blanchard situational leadership theory

Adaptive leaders exhibit:

Telling- Employee not yet motivated or competent

Selling- Employee still gaining focus and motivation (why we are doing this)

Participating- Competent employee can be included in problem solving and coached

Delegating- Employee exhibits autonomy and self-direction

Fielder's Contingency situational leadership theory

Leaders change the situation to be more favorable to produce good outcomes.

According to Fielder's Contingency leadership theory, situational favorableness occurs when?

Leader/team relationship is strong, task requirements are strong, and leader has the energy to obtain team's goal

According to Fielder's Contingency leadership theory, how can situational unfavorableness be solved?

Improving leader/team relationship, changing aspect of task for understanding, and adjusting leader's power to fit team needs

Path-Goal situational leadership theory

Leaders coach and develop team by:

Directive- Help employee understand task and goal

Supportive- Fulfill employee relationship needs

Achievement- Motivation by setting challenging goals

Participative- Uses team expertise and participation for decision making solutions

Emergent leadership theory

Leaders are not appointed, but emerge from the group based on interactions

Transactional leadership theory

Emphasis on leader preference for order and structure, control, and short-term planning. Found in military and large organizations

What does transactional leadership look like?

Team is expected to follow orders, motivated by rewards/punishments, closely monitored, creativity is discouraged

Transformational leadership theory

Leader inspires employees to embrace change and add value to the organization

What does transformational leadership look like?

Team has more autonomy, leader leads by example, and encourages communication and collaboration

Leader-Member Exchange (LMX) leadership theory

Leader mentors a selected group (in-group) and gives more information and resources to strengthen trust and support

What does LMX leadership look like?

In-group is strengthened and supports leader's decisions while out-group lags in development and productivity and feels excluded

Servant leadership theory

Leader seeks to serve the needs of their team

What does servant leadership look like?

Leader is highly empathetic and trusted by employees. Greater innovation, collaboration, performance, and participation.

Formal structures of the organization

Seen by:

Decision-making processes

Funding processes

Organization's missions and values

Instances that have shaped the decision maker's assessments

Informal structures of organization

Based on interpersonal relationships and observing

Seen by:

Organization's culture and social dynamics

Values demonstration through action (respect, honesty)

Communication

French and Raven's 5 ways leaders can create power

Legitimate power- By title/position

Reward power- Value in exchange for commitment

Expert power- Leader has smarts, insights, and experience

Referent power- Attracts loyalty

Coercive power- Punishment

When is legitimate power effective and ineffective?

Effective- Time saver

Ineffective- When leader is not competent

When is reward power effective and ineffective?

Effective- Appeals to motivators

Ineffective- Leader must be able to provide rewards

When is expert power effective and ineffective?

Effective- Offers advice and gains team respect

Ineffective- Can create team dependency on leader

When is referent power effective and ineffective?

Effective- Appeals to team social needs

Ineffective- Weak if leader is not competent

When is coercive power effective and ineffective?

Effective- Immediate results

Ineffective- Damages team motivation

Motivation

Factors that initiate, direct, and sustain human behavior over time

X motivational theory

Believe employees don't like work and need micromanagement

Needs theory

Employees are motivated by a desire to satisfy certain needs

Maslow's Hierarchy of Needs needs theory

All 5 needs must be met in ascending order-

1. Physiological

2. Safety & security

3. Belonging

4. Esteem

5. Self-actualization

Herzberg's 2 Factor Motivation-Hygiene needs theory

Believes behavior is driven by intrinsic motivators and extrinsic hygiene factors.

Only satisfying hygiene factors is not enough to improve motivation. Hygiene factor must be acceptable in order for motivation factor to be operable

Servant leadership theory

Leader serves the needs of their team and shares their power

McClelland's needs theory

Says that employees are motivated by

1. Achievement

2. Affiliation

3. Power

Self-determination needs theory

Employees are motivated by innate needs (competence and relatedness) but also motivated by autonomy and purpose

Expectancy needs theory

If a positive outcome is desired, employee effort and confidence will increase

Vroom's expectancy theory

Motivated employees are created when the employee has outcome expectancy, instrumentality of outcome, and valence (value to employee)

Attribution theory

The way an employee interprets the causes for previous success or failure is related to the present level of motivation

Heider & Weiner's attribution theory

Success or failure can be attributed to internal factors or external factors

Goal-Setting theory

Motivation can be increased by involving employees in the creation of goals against which they can assess their achievement

Equity theory

Motivation is based on an employee's sense of fairness and their perceived values with others

Y motivational theory

Believe employees dislike rigid work and want to achieve more