Human Resource Management - Leadership Skills for the Future - Research Proposal Example

Human Resource Management: Leadership Skills for the Future Introduction Effective leadership is the driving force of organizational effectiveness. Effective leaders are identified as those who exhibit a transformational leadership style rather than a transactional leadership style (Palmer et al, 2001, p. 5). This proposal lays the foundation of a research intended to determine the factors make leaders effectively, and how this is eventually reflected in the performance of organizations. It should be noted that modern organisations are dynamic due the fast changing business and operating environment, and to fit in the leaders must be ready and willing to embrace change. The research will specifically focus on the factors that determine successful leadership within organisations, and will also evaluate the tools that are used for assessing an organisation’s need for effective leadership. The research will be based on a review of literature on leadership and change organisations, which is an essential topic in view of the dynamism of the global business environment. Objectives: The objectives of the planned research are: To determine the critical success factors that make effective leaders of organisations To analyse how an organisation’s need for effective leadership can affect its success To analyse the link between critical leadership success factors and the tools for assessing the organisation’s need for effective leaders Research questions What are the essential attributes of effective leaders which are critical to the success of organisations, both present and in the future? How can leadership competency models be used to describe the leader’s and hence organisational effectiveness? Literature review Dotlich (2006) highlights the attributes required of chief finance officers (CFOs) in the contemporary world, as well as the general characteristics that business leaders should possess in order to be successful in the dynamic business world. The author emphasizes the importance of CFOs having brilliance and integrity as pertains to management. Importantly, leaders should be of keen mind, be strategists and be able to lead and communicate with credibility and impact. While many leaders have these attributes, they are not necessarily effective leaders and this is definitely true given that today’s business is dynamic, with organizations using all manner of strategies. Therefore, according to Dotlich (2006), what organizations need are not just leaders but “whole leaders.” A whole leader is one who is able to integrate all levels of performance by using his head, heart as well as guts. An effective leader needs to use his head by understanding the issues that surround the business, providing strategy and direction to the organization, and importantly, working with a purpose. This fact cannot be gainsaid, as it is the leader who sets the path of the business and thus determines its direction. But it is also important to note that the leader cannot work alone; he needs to listen to his colleagues and even juniors in the organization – as everyone has an important role to play in the management of the organization. This point is addressed by Cashman (2008, p. 22) under the second aspect of a whole leader – that the leader must work with his heart. Here, the leader needs to be understanding and be in a position to work with and develop others. In essence, and effective leader needs to be a mentor. The third point is that a whole leader must work with his guts – that is doing the right thing based on lucid personal values (Cashman, 2008, p. 22). Not every organizational leader in the world is a whole leader. It is worth mentioning that organizations perform differently under different leaders, and not all organizations are the same. Perhaps the reason for this is that many managers do not have all the three aspects of a whole leader – they have one or two, implying that their performance is lacklustre vis-à-vis the dynamic world. This is the reason why there is need to investigate how leaders can coordinate aspects of leading with the head, heart and guts. According to Velsor, McCauley & Ruderman (2010), the tools used for assessing an organization’s need for effective leadership include leader competency models, leadership matrices and forums for the regular review of leader effectiveness in the organization. All the three tools are required for developing a more deliberate leader development strategy. Leader competency models are used to illustrate what effective leadership entails. Hence, organisations must create frameworks or models that summarize knowledge, skills and perspectives and differentiate superior leadership performance. By doing this, they can determine what needs to be developed by leaders (Velsor, McCauley & Ruderman, 2010). Leadership competency models typically outline eight to sixteen levels of competency that contribute to a leader’s effectiveness, often times in great detail – for instance highlighting high, low or moderate levels of behaviour with respect to a particular competency (Kandula, 2004, p. 160). With reference to leadership matrices, leaders have to decide whether the use of a given matrix is in deed the best solution for whatever challenges the organisation faces. If the matrix has evolved within the organisation, there is need to decide whether it will be supported or abandoned and supplanted with a more effective means of achieving the desired objective (Gottlieb, 2007, p. 79). Workplace review forums highlight a growing trend towards encouraging sharing of information and ongoing participation by workers. The point is that workplace forums thrive on the culture of workplace negotiations and joint decision making – which are essential for effective leadership, both presently and in the future (Amos et al, 2009, p. 37). Methodology The research will rely on secondary sources of data to analyse current issues on effective leadership in organisations. This will be used to determine the future of effective leadership in global business at large. Case studies will be used to highlight the applicability of the critical factors that determine effective leadership as well as the tools used for measuring an organisation’s need for effective leaders. The details collected will be integrated into recommendations for effective leadership in organisations. Case study offers an advantage in that many cases can be analysed and followed up over time (Swanborn, 2010, p. 116). References Amos, T., Ristow, A., Ristow, L. & Pearse, N.J. 2009, Human Resource Management (3rd edition), Juta and Company Ltd, London. Cashman, K. 2008, Leadership from the Inside Out: Becoming a Leader for Life (2nd edition), Berrett-Koehler Publishers, London. Dotlich, D.L. (2006). “The Whole CFO: Recognizing the Three Elements for Successful Leadership.” Financial Executive. July/August 2006. Gottlieb, M.R. 2007, The Matrix Organization Reloaded: Adventures in Team and Project Management, Greenwood Publishing Group, New York. Kandula, S. R. 2004, Human Resource Management in Practice: With 300 Models, Techniques and Tools, PHI Learning Pvt. Ltd., London. Palmer, B., Walls, M., Burgess, Z. & Stough, C. 2001, “Emotional intelligence and effective leadership,” Leadership and Organization Development Journal, Vol. 22, No. 1, pp. 5-10. Swanborn, P. 2010, Case Study Research: What, Why and How? SAGE Publications Ltd, London. Velsor, E. V., McCauley, C.D. & Ruderman, M. N. 2010, The Centre for Creative Leadership Handbook of Leadership Development (3rd edition), Wiley and Sons, New York. Read More