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LEADERSHIP & NAVIGATION, Definition: Leadership & Navigating…
LEADERSHIP & NAVIGATION
LEADERSHIP
THE ROLES OF LEADERS
LEADERSHIP STYLE affects
- Employees’ ability to make decisions that affect their work
- Employee's sense of responsibility to the organization or team
- The standard employees seek to meet or exceed
- Employee's belief that they will be rewards for their work
- An understood mission & shared value
- A feeling of commitment to a shared goal
6 APPROACHS TO LEADING
COERCIVE *chỉ huy: a leader imposed a vision or solution on the team *and demands that the team follow this diretives
:check: during crises
:no_entry: damage employees’ sense of ownership in their work and motivation
AUTHORITATIVE *dẫn đầu: the leader *proposed a bold vision or solution and invite teams to join this challenge
:check: when no clear path forward, need team's imagination
:red_cross: ineffective if leader lacks real expertise
AFFILIATIVE *kết nối: the leader creates strong relationship with and inside the team, encouraging feedback. The team members *are motivated by loyalty
:check: effective at all time, especially in transformation period
:red_cross: ineffective when using alone
PARTICIPATIVE (Democratic) dân chủ: the leaders invites followers to collaborate & commits to acting by consensus liên tục
:check: when no clear vision, strong resistance to change
:red_cross: in effective when time is short
PACESETTING: the leader set a model for high performance standard and challenges followers to meet these expectation
:check: when members are highly competent and internally motivated
:red_cross: Ineffective when excessive expectation, employee tired and discouraged
COACHING: the leader focuses on developing team members skills, believing that success comes from aligning the org's goals with employee's personal and profession goal
:check: when leaders are highly skills of management, communication, and motivation, and coaching is primary activities.
:red_cross: ineffective if employee resist change performance
Differences of coaching & mentoring. MENTORNING HELPS
- employee navigate & understand the org --> determine career path
- focus on both character & foster skill
- mentee invest in and develop their self-awareness, empathy, confidence, respect for others, and relationship-building skills
:check: most effective when the mentor has time to commit to the relationship and when the mentee is after more than just career advancements
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LEADERSHIP THEORIES (8)
TRAIT THEORY
- Leaders possess certain innate characteristics personality traits
- without evidence to be equated leadership.
:red_cross: It may discourage leader development by implying that the ability to lead CANNOT be acquired with study & practice
BEHAVIORAL THEORY: Leaders influence group members through certain behaviors
BLAKE-MOUTON THEORY: 2 dimensions "concern to PEOPLE" & "concern to RESULT"
Country club managers: Focus on people's needs, building relationship
High: concern to people
Low: concern to result
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Authoritarian managers: Focus on efficiency of tasks and operations
Low: concern to people
High: concern to result
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SITUATIONAL THEORY
- leaders can flex their behaviors to
meet the needs
Hersey-Blanchard Situational Leadership: Leaders adapt their behaviors to meet the evolving needs of team members, involve TASK & RELATIONSHIP
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SELLING when the increasingly competent employee still needs focus and motivation (“why are we doing this”).
PẢTICIPATING when competent workers can be included in problem solving and coached on higher skills.
DELEGATING when very competent team members can benefit from greater levels of autonomy and self-direction.
Fiedler’s Contingency Theory: Leaders change the situation to make it more “favorable” more likely to produce good outcomes, WHEN
- Leader-member relationships are strong
- Task structure and requirements are clear.
- The leader can exert the necessary power to reach the group’s goal.
Path-Goal Theory emphasizes the leader’s role in coaching and developing followers’ competencies :check: help employees stay on track toward their goals
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PARTICIPATIVE— Provide more control over work and leverage group expertise through participative decision making.
EMERGENT THEORY Leaders are not appointed but emerge from the group, which chooses the leader based on interactions.
TRANSACTIONAL/Managerial LEADERSHIP emphasizes a leader’s preference for order and structure. It focuses on control and short-term planning :check: commonly found in the military and large and multinational organizations
TRANSFORMATIONAL LEADERSHIP emphasizes a leader’s ability to inspire employees to embrace change
- able to encourage and motivate their employees to innovate in their work, to seek out changes that can add value and growth to the organization.
- do not micromanage :check: employees have greater autonomy to make decisions and come up with creative solutions
LEADER-MEMBER EXCHANGE THEORY
- focus on two-way relationship between leaders and chosen employees
- gives employee access to more information and resources in order to strengthen levels of trust and support
SERVANT *phục vụ LEADERSHIP *emphasizes the sharing of power
- The leaders’ goal is to serve the needs of their employees.
- It is a way of inverting *đảo ngược* the organizational/leadership
norm of bottom-up service.
NAVIGATING THE ORG
Successful navigation of the organization requires understanding the organization itself & gathering support from influential individuals in the org
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FINDING ALLIES
HR CAN NOT WORK ALONE
:check: building support with other stakeholders who can improve proposals and strengthen value propositions to management
:check: Need to understand the needs and goals of potential allies, form both a personal and a functional perspective (personal motivation, strategic goal they pursuing, how can work with)
CREATING ALLIES: building one's won influencer and knowing how to motivate others
- Bureaucratic black belts know the org system well and know how to make things happen
- Tugboat pilots have good political instincts. They usually have a deep history with the org and can predict reaction
- Benevolent bureaucrats are willing to partner but have their own agenda
- Wind surfers are willing to partner but only to share if any access
INFLUENCING
PROFICIENCY INDICATOR
Shares opinions about important issues,
regardless of risk or discouragement from
others.
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Builds credibility uy tín for the organization
regionally, nationally, or internationally as an HR expert
Support and pursue the organization’s strategic direction, vision, and long-term goal
Serves as an influential voice for HR strategies, philosophies, and initiatives within the org
INFLUENCE & PERSUASION TECHNIQUES
- Personal appeal
- Forming coalitions sự đoàn kết
- Leading by example
- Rational đúng lý/hợp lý persuasion
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PURSUADING
(in case coercion can damage ongoing relationships and the ability to reward may be limited)
:!!:Most importantly, influence must be used with honesty and concern
REASONING TACTIC: :check: the most useful tactic
- explaining the advantages of one’s view logically, clearly, and with examples
- is most effective when it is combined with knowledge of the other person’s needs and the potential for aligning interests for mutual benefit.
APPEAL TO MUTUALLY HELD VISION OR VALUES
- when evident is unavailable
- e.g commit to employee's welfare and improvement
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A COMPLEX or POLITICAL SENSITIVE REQUEST may require an indirect approach, using extensive networking to build support among allies before approaching decision makers
MOTIVATION THEORIES
DEFINING MOTIVATION
:check: defined as factors that initiate, direct, and sustain human behavior over time --> leaders influence behavior by appealing to the right needs in the right way
:check: Effective HR leaders work to understand what drives the individuals with whom they work. Each person is unique because of differences in heredity and environment.
MOTIVATION THEORIES
- suggest different ways to look at the challenge of motivation.
- Motivation can be highly individual.
THEORY X/THEORY Y
THEORY X: Pessimism manager think people do not like to work and must be strictly controlled and forced to work.
THEORY Y: Optimism manager think employee are self-motivated, inherently want to accomplish something
:check: leaders apply a more participative style that empower employees
:check: more appropriate in today’s knowledge-driven workplaces.
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EXPECTANCY THEORY: people believe that the behavior will result in a positive outcome and reward.
VROOM: Level of effort depends on
- Expectancy *kỳ vọng* (With reasonable effort, the employee can succeed.)
- Instrumentality *công cụ* (Success will result in a reward.)
- Valence *hóa trị*. (The reward is meaningful to the employee.)
:check: all needs to be addressed
ATTRIBUTION tượng trưng THEORY: help employee to the correct causes and create opportunities for success
Heider, Weiner: Success or failure can be attributed to
- internal factors (for example, skills, diligence): under the employee’s control :check: can work harder or be more careful)
- external factors (for example, available resources, market events): beyond the employee’s control :check: leaders providing more resources, coaching, and guidance, assign more-challenging job to confident employee
GOAL-SETTING THEORY: providing employees with goals against which they can assess their achievement.
Effective goals are:
- Specific and clear
- Important to the individual. This enables greater commitment.
- Realistic but challenging. Goals that are unrealistically high can harm motivation.
:check: Feedback helps employees determine the effectiveness of their effort.
EQUITY THEORY: Motivation is based on an employee’s sense of fairness.
John Stacey Adams: An individual compares and makes a calculation based on their inputs and outputs:
- Inputs—skills, training, effort, education, experience
- Outputs—salary, bonuses, raises, promotions
:check: people believe they are being compensated and treated fairly—then their motivation will be maintained.
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Definition: Leadership & Navigating competences is the KSAOs needed to create a compelling vision & 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 org, and manage the implementation and execution of HR initiatives