Chapter 3 Leadership.pptx

 Chapter 3: Human resources and leadership © Oxford University Press South Africa Used with permission.  Learning outcomes After reading this chapter, you should be able to: Define the concept of leadership in a digital era. Compare the ten leadership management rol...

 Chapter 3: Human resources and leadership © Oxford University Press South Africa Used with permission.  Learning outcomes After reading this chapter, you should be able to: Define the concept of leadership in a digital era. Compare the ten leadership management roles. Explain the difference between successful leadership and unsuccessful leadership. Analyse several individual models of leadership. Identify several organisational models of leadership. Compare collaborative and emergent leadership. Discuss the various leadership training and development techniques. Evaluate the leadership role of human resources within organisations.  Current environment Today’s business environment is said to be VUCA, which stands for: Volatile Uncertain Complex Ambiguous The Fourth Industrial Revolution (4IR) is changing the world of work. Leaders are having to adapt their leadership style as new technologies enter the market. HR managers need to play a leadership role.  What is leadership? Leadership involves: o Articulating visions o Embodying values o Influencing people to strive towards objectives o Supporting people who are doing tasks that they did not select o Creating the environment in which goals can be achieved o Giving purpose to collective effort. Leadership is a process, not a position. Leadership is a complex phenomenon involving the leader, the followers, and the situation.  Managers versus leaders Managers: Leaders Administer and Innovate and inspire control See opportunities to Use procedures and create value regulations Take risks to realise a Solve problems vision. creatively within an organisation. The same person can play the roles of manager and leader. Both roles are vital to organisational success.  The competencies of leadership Leadership is seen to require: o Vision o Agility o A general management o Active learning perspective o An ability to o An ability to manage influence without complexity authority o Industry and business insight o Extreme humility o Drive for success o An ability to develop o Personal integrity talent o Flexibility o Teamwork.  Effective communication Organisations need communication systems that are: o Complete o Coherent o Efficient. Essential information must travel: Downwar ds Sideways Upwards A lack of trust is a barrier to communication.  Emotional intelligence Emotional intelligence (EQ) is the ability to understand and manage moods and emotions in the self and others, and it contributes to effective leadership in organisations. Digital emotional intelligence (DEQ) is the ability to use Digital emotional intelligence What leaders do on the job Successful and unsuccessful leadership Successful and unsuccessful leadership, cont.  Individual models of leadership There are three approaches that focus on the individual leader: o The traits-based approach o The behavioural-based approach o The situational-based approach. Organisational models of leadership Newer models of leadership focus on leaders in the organisation: o The transactional-based approach (where work is exchanged for reward and non-delivery punished) o The transformational-based approach (which is based on motivation and morality) o The managerial-based approach (which combines the transactional-based approach with the transformational-based approach, as well as with situational and environmental sensitivity)  Organisational models of leadership, cont. o The charismatic-based approach (where the leader requires personal loyalty to the leader) o Emergent leadership (where a leader arises naturally from a group) o Ethical leadership (where a leader is a model of ethical behaviour)  Organisational models of leadership, cont. o Institutional leadership (where, in times of reorientation, leadership is extended to encompass more people than simply the organisation’s leader, so that both heroic and instrumental leadership can occur in the organisation)  Organisational models of leadership, cont. o The strategic-based approach (where a balanced approach and flexibility allow for a viable business, which could lead to an SCA) o Collaborative leadership (which combines trust with the flexibility allowed by new technologies, yet uses tightly defined common goals) o E-leadership approach (where advanced information technology (AIT) is used to  Leadership training and development An organisation should offer systematic job-related training and developmental experience to support succession planning. CEOs should lead by example and be involved in the growth of others. Real-time issues should form the basis of training programmes. Yet when programmes are evaluated, they often seem to have been ineffective, as leadership skills are based in experience. The earlier a potential leader is exposed to ideal practices, the more that person can grow the required skill set. Leader effectiveness can be evaluated by how a leader handles periods of uncertainty and by follower satisfaction.  The leadership role of HRM An HR professional must drive the desired leadership culture. An HR professional must act as a strategic advisor who is able to view effective people practices from an external and internal point of view. As Rothwell et al. (2008) state, an HR professional must ensure that: o The right thing gets done o At the right time o With the right objective. The leadership role of HRM, cont.  Learning outcomes After reading this chapter, you should be able to: Define the concept of leadership in a digital era. Compare the ten leadership management roles. Explain the difference between successful leadership and unsuccessful leadership. Analyse several individual models of leadership. Identify several organisational models of leadership. Compare collaborative and emergent leadership. Discuss the various leadership training and development techniques. Evaluate the leadership role of human resources within organisations.