Leadership Strategies PDF

**Structure of the HR Function** **Functional HR** **HR structural alternative in which headquarters HR specialists craft policies and HR generalists located within divisions or other locales implement the policies, adapt them as needed, and interact with employees.** **Dedicated HR** **HR struc...

**Structure of the HR Function** **Functional HR** **HR structural alternative in which headquarters HR specialists craft policies and HR generalists located within divisions or other locales implement the policies, adapt them as needed, and interact with employees.** **Dedicated HR** **HR structural alternative that allows organizations with different strategies in multiple units to apply HR expertise to each unit's specific strategic needs.** **Cosourcing** **Arrangement in which an enterprise and a vendor share different tasks within a larger complex, often strategic responsibility** **Shared services HR model** **HR structural alternative in which centers with specific areas of expertise develop HR policies in those areas; each unit can then select what it needs from a menu of these services.** **Center of excellence (COE)** **An organizational structure that leverages staff expertise in certain areas to improve the entire organization's strategic performance.** **Outsourcing** **Process by which an organization contracts with third-party vendors to provide selected services/activities instead of hiring new employees.** **HR audit** **Systematic and comprehensive evaluation of an organization's HR policies, practices, procedures, and strategies.** **Global Workforce** Repatriation Process by which employees returning from international assignments reintegrate into their home country's culture, conditions, and employment. Identity alignment Extent to which diversity is embraced in management of people, products/services, and branding. Offshoring Method by which an organization relocates its processes or production to an international location through subsidiaries or third-party affiliates. Assignees Employees who work outside their home countries. Multinational enterprises (MNEs) Organizations that own or control production or service facilities in one or more countries other than the home country. Global integration (GI) Globalization strategy that emphasizes consistency of approach, standardization of processes, and a common corporate culture across global operations. Redeployment Process by which an organization moves an employee out of an international assignment; can involve moving back to the home country, moving to a different global location, or moving to a new location or position in the current host country. Outsourcing Process by which an organization contracts with third-party vendors to provide selected services/activities instead of hiring new employees. Near-shoring Practice of contracting a part of business processes or production to an external company in a country that is relatively close (for example, within the same own region). Process alignment Extent to which underlying operations such as IT, finance, or HR integrate across locations Local responsiveness (LR) Globalization strategy that emphasizes adapting to the needs of local markets and allows subsidiaries to develop unique products, structures, and systems. Globalization Status of growing interconnectedness and interdependency among countries, people, markets, and organizations worldwide. Onshoring Relocation of business processes or production to a lower-cost location inside the same country as the business. Motivation Factors that initiate, direct, and sustain human behavior over time. Behavioral theories Category of leadership theories that states that leaders influence group members through certain behaviors; includes Blake-Mouton theory. Transactional leadership Leadership theory that emphasizes a leader's preference for order and structure; focuses on control and short-term planning. Transformational leadership Leadership theory that emphasizes a leader's ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization. Situational theories Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler's contingency theory, and path-goal theory. Needs theory Motivation theory that states that individuals are motivated by a desire to satisfy certain needs and that understanding these needs allows leaders to offer the right incentives and create the most motivational external environments; includes self-determination and theories of Maslow, Herzberg, and McClelland. Expectancy theory Motivation theory that states that effort increases in relation to one's confidence that the behavior will result in a positive outcome and reward; includes Vroom's theory. Goal-setting theory Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement. Attribution theory Motivation theory that states that the way a person interprets the causes for past success or failure is related to the present level of motivation; includes theories of Heider and Weiner. Emergent theory Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions. Leader-member exchange theory Leadership theory that focuses on a two-way relationship between leaders and chosen employees; the leader mentors selected team members and gives them access to more information and resources in order to strengthen levels of trust and support. Coaching leadership approach Leadership approach in which the leader focuses on developing team members' skills, believing that success comes from aligning the organization's goals with employees' personal and professional goals. Pacesetting leadership approach Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations Affiliative leadership approach Leadership approach in which the leader creates strong relationships with and inside the team; team members are motivated by loyalty Democratic leadership approach Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus. Authoritative leadership approach Leadership approach in which the leader proposes a bold vision or solution and invites the team to join this challenge. Coercive leadership approach Leadership approach in which the leader imposes a vision or solution on the team and demands that the team follow this directive. Servant leadership Leadership theory in which the leaders' goal is to serve the needs of their employees; emphasizes the sharing of power. Trait theory Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits. Theory X/Theory Y Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical Equity theory Theory that states that motivation is based on an employee's sense of fairness; the individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs. Legitimate power Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership. Reward power Power that is created when the leader can offer followers something they value in exchange for their commitment. Expert power Power that is created when a leader is recognized as possessing great intelligence, insight, or experience Referent power Power that is created by the force of the leader's personality. Coercive power Power that is created when the leader can punish those who do not follow.