LEADERSHIP & NAVIGATION

LEADERSHIP

NAVIGATING THE ORG
Successful navigation of the organization requires understanding the organization itself & gathering support from influential individuals in the org

INFLUENCING

MOTIVATION THEORIES

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

THE ROLES OF LEADERS

LEADERSHIP STYLE affects

  1. Employees’ ability to make decisions that affect their work
  2. Employee's sense of responsibility to the organization or team
  3. The standard employees seek to meet or exceed
  4. Employee's belief that they will be rewards for their work
  5. An understood mission & shared value
  6. 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
✅ during crises
⛔ 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
✅ when no clear path forward, need team's imagination
❌ 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
✅ effective at all time, especially in transformation period
❌ ineffective when using alone

PARTICIPATIVE (Democratic) dân chủ: the leaders invites followers to collaborate & commits to acting by consensus liên tục
✅ when no clear vision, strong resistance to change
❌ in effective when time is short

PACESETTING: the leader set a model for high performance standard and challenges followers to meet these expectation
✅ when members are highly competent and internally motivated
❌ 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
✅ when leaders are highly skills of management, communication, and motivation, and coaching is primary activities.
❌ ineffective if employee resist change performance

UNIVERSAL CHARACTERISTIC OF A LEADERS

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
    ✅ most effective when the mentor has time to commit to the relationship and when the mentee is after more than just career advancements

EFFECTIVE HR LEADERS

  • Develop and coach others
  • Build positive relationships
  • Model their values and fulfill their promises and commitments.
  • Have functional expertise

ineffective HR leaders

  • Focus internally rather than externally, failing to look outside the HR function to the organization’s internal and external stakeholders
  • Lack strategic perspective, focusing on short-term objectives and daily tasks
  • Do not anticipate or react well to change
  • Resist “stretch” goals and act as a drag on the organization’s attempts to innovate.

LEADERSHIP THEORIES (8)

TRAIT THEORY

  • Leaders possess certain innate characteristics personality traits
  • without evidence to be equated leadership.
    ❌ 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"

SITUATIONAL THEORY

  • leaders can flex their behaviors to
    meet the needs

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Hersey-Blanchard Situational Leadership: Leaders adapt their behaviors to meet the evolving needs of team members, involve TASK & RELATIONSHIP

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.
    image

Path-Goal Theory emphasizes the leader’s role in coaching and developing followers’ competencies ✅ help employees stay on track toward their goals

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 ✅ 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 ✅ 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.

Country club managers: Focus on people's needs, building relationship
High: concern to people
Low: concern to result

Impoverished managers: Focus on minumum effort to get work done
Low-Low

Authoritarian managers: Focus on efficiency of tasks and operations
Low: concern to people
High: concern to result

Middle-of-the-road managers: focus on balancing work output & morale
in the middle of 2 dimensions

Team leader: focus on builiding participation & support for a shared purpose
High- high

DIRECTIVE—Help the employee understand the task and its goal.

SUPPORTIVE—Try to fulfill employee’s relationship needs.

ARCHIVEMENT—Motivate by setting challenging goals.

PARTICIPATIVE— Provide more control over work and leverage group expertise through participative decision making.

TELLING when the employee is not yet motivated or competent.

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.

FORMAL ORGANIZATIONAL FEATURES đặc trưng

The traditional reporting lines (managerial levels or hierarchy)

The decision - making process (whose sign-offs, type of factual support is most important)

The funding process

The organization's strategy, mission, value

Events that may have shaped or may be shaping decision makers' assessment.

INFORMAL ORG FEATURES
❗ the most valuables tools for discovering: OBSERVATION

The informal organization can be seen in the organization’s culture and its social dynamics

Values and beliefs are demonstrated through actions (e.g., mutual respect, honesty)

The way people communicate with each other (e.g., through meetings, e-mails, or group SMS [short messaging service] texts) and what they communicate about

Seeing what types of behavior are rewarded & what types of ideas are accepted.

FINDING ALLIES

HR CAN NOT WORK ALONE
✅ building support with other stakeholders who can improve proposals and strengthen value propositions to management
✅ 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

PROFICIENCY INDICATOR

Shares opinions about important issues,
regardless of risk or discouragement from
others.

Advocates *người ủng hộ for the implementation of evidence-
*based HR solutions.

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

TYPE OF POWER by John French and Bertram Raven

LEGITIMATE hợp pháp: power is created formally—through a title or position in the hierarchy that is associated with the rights of leadership
❎ save time on decision making, focus team on goals
❌ insufficient by incompetent and ineffective leading leaders

REWARD power is created when the leader can offer followers something they value in exchange for their commitment (for example, promotions, compensation)
❎ individual motivator
❌ unuseful if leader has no assess to meaningful reward to members

EXPERT power is created when a leader is recognized as possessing great intelligence, insight, or experience
❎ improve team's efforts, win respect for the team
❌ can weaken team's member initiatives or discourage their own contribution

REFERENT power is created by the force of the leader’s personality—the ability to attract admiration ngưỡng mộ, affection cảm kích, and/or loyalty
❎ Appeals kêu gọi to social needs of individual, the desire for affiliation
❌ Weaken if leaders is not competent, effective, and fairs

COERCIVE power is created when the leader has the power to punish those who do not follow.
❎Likely to get immediate results.
❌ Damages team member motivation and self-direction

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: ✅ 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

TRADE FOR WHAT THEY WANT to fulfil their need

A COMPLEX or POLITICAL SENSITIVE REQUEST may require an indirect approach, using extensive networking to build support among allies before approaching decision makers

DEFINING MOTIVATION
✅ 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
✅ 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

NEEDS THEORY: Individuals are motivated by a desire to satisfy certain needs

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.)
    ✅ 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 ✅ can work harder or be more careful)
  • external factors (for example, available resources, market events): beyond the employee’s control ✅ 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.
    ✅ Feedback helps employees determine the effectiveness of their effort.
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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
    ✅ people believe they are being compensated and treated fairly—then their motivation will be maintained.

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
✅ leaders apply a more participative style that empower employees
✅ more appropriate in today’s knowledge-driven workplaces.

MASLOW: A lower-level need must be relatively satisfied --> emerge or serve to motivate a higher-level need
image

HERZBERG motivation is driven by

  • Intrinsic factor (innate desires): challenging work, meaningful impact of work, recognition
    - Extrinsic factor (workplace hygiene): job security, pay, conditions
    ✅ it is important to remember that while good workplace conditions do not positively affect motivation, unacceptable conditions will lead to job dissatisfaction and can make a motivated employee look for another job. Hygiene factor levels must be acceptable in order for the motivation factors to become operative.

McCLELLAND Individuals are motivated by 3 basic desires

  • Achievement (accomplishment)
  • Affiliation (feeling part of a group)
  • Power (influence or control over others)

SELF-DETERMINATION (SDT): 3 desires
- Innate needs: Competence (McClelland’s achievement) & Relatedness (McClelland’s affiliation)

  • Autonomy, or the need to feel that one has control over one’s life
  • Purpose, or the sense that one’s actions have effects beyond the individual or the workplace.

PERSONAL LEADERSHIP QUALITY

A leader should be both self-motived and self-disciplined

  • be prepared to share their opinions and proposals with others, regardless of the potential for discouragement or criticism chỉ trích
  • be prepared to make mistakes
  • should learn to tolerate tha thứ failure in the pursuit of innovation and create an environment in which failure can be learned from

A leader should be (or become) comfortable with risk-taking

  • help create a culture of continuous learning in order to keep pace with ever-changing skills requirements
  • Learning, re-skilling, and up-skilling should be integrated into workplace practices on an ongoing basis
    ✅ Understanding the changing forces within and without the organization will help guide HR professionals to pivot their strategies in order to meet significant changes

A leader should be committed to continuous learning

  • take steps to design and propose strategies to address opportunity & challenges without waiting to be asked
  • HR leaders: Understanding the structure and dynamics within the organization --> navigate the best path toward gaining support and being an audience for their ideas and proposals

A leader should embody thể hiện a growth mindset

  • a mindset that sees employees (and oneself) as a source of potential, which should be encouraged to grow (and should be rewarded)
  • encourage greater engagement, as it helps create an environment in which risk taking and innovation are tolerated and employees feel comfortable participating and sharing ideas
    ✅ HR professionals can reinforce this mindset during performance reviews by praising employees who have made an effort to learn new skills and develop their existing abilities.
    ✅During the hiring process, HR should consider and note a candidate’s potential for growth, which can help instill a growth mindset in a new hire.