Leadership in Human Resources
Leadership is a process through which an individual influences others to attain an objective and guides an organization in a manner that makes it more unified and coherent. The Human Resource Management (HRM) was developed to enable organizations to attain their strategic goals through selection, development, maintenance, and efficient management of the human capital. Due to increased competition, the human resource leaders have a duty of aligning the workers’ performance with an organization’s strategic objectives.
Leadership in HRM reflects the capacity of a person to successfully direct employees towards attaining set goals. A leader is supposed to have a clear vision regarding the future of an organization and should communicate with the workers and actively engage them in attaining it by directing and motivating them (Ali, 2009). Leadership in a business organization is guided by four factors, which govern the responsibilities of the human resource leader to facilitate the selection of desired leadership styles that are consistent with the culture as well as the vision of an organization. These factors include the following:
The Led
The led, also referred to as follower, denotes the workforce under the leader’s responsibility. The human resource leader needs to understand all employees’ level of experience regarding the allocated task, level of confidence, and their performance in different working environments. This process is essential in developing a good relationship with employees. This knowledge also enables the leader to assess the employees’ level of competence, motivation, as well as communication abilities. The three elements are vital in comprehending the personality and qualification of workers, which helps the leader to adopt the proper leadership style based on all employees’ needs. For instance, an experienced employee requires less supervision compared to inexperienced one. Leaders need to dedicate much time to understanding the human capital under them since they determine their success (Eigenhuis & Dijk, 2008).
The Leader
Leaders are supposed to define themselves well as individuals, professionals, and managers. Moreover, they need to outline their general and professional knowledge as human resource employers. Leaders who understand themselves well are able to decide what they can accomplish as human resource leaders. Therefore, leaders should realize their personality, knowledge, and performance.
Communication
Leaders are tasked with communicating ideas to all employees regularly. The creation of the conveyed ideas can influence the workers’ comprehension and transformation of the ideas into concrete actions positively or negatively. Thus, a leader should choose the communication channel wisely and deliver the message at the appropriate time. Effectual communication strengthens the relationship between the leader and the workers and impacts an organization’s productivity and reputation (Ali, 2009).
The Situation
The situation is a dynamic element that demands leaders to be situation-oriented in their problem-solving abilities. Therefore, the human resource leaders should take into account four major variables in every circumstance, namely the responsibility, the duration, the workforce present for the role, and the assistant’s competence level. For example, leaders are required to decide on an employee’s improper behavior in the workplace. The selection of the time, the setting, and the type of the punishment should be in line with the nature of the fault. If not, the confrontation may be unproductive (Eigenhuis & Dijk, 2008).
Leadership Styles
Leadership styles in HRM are defined by an organization’s culture and the leader’s standards, abilities, and a particular context that may favor a given style over others. Various leadership styles adoptable in the human resource section include the following:
An Autocratic Leader
In autocratic leadership, the leader has full control of employees’ actions and accomplishment of responsibilities. The staff is not involved in decision-making. The leaders provide direction and anticipate results instead of bargaining. This form of leadership applies in circumstances where an organization operates under pressure, and it may not be suitable for contemporary or international organizations (Cameron & Green, 2008).
The Democratic Leader
Employees’ involvement in decision-making is emphasized in democratic leadership. For example, workers have the freedom to decide on how to accomplish certain duties. Employees become highly inspired and self-empowered when they guide themselves. A democratic leader fosters group discussions and seeks possible ideas from followers to enhance teamwork.
The Charismatic Leader
Charismatic leaders are good listeners and speakers who highly consider their immediate environments. Their mastery of verbal as well as body language makes them influential. Such leaders understand their working environment and boosts employees’ self-esteem using various communicative relations and motivational approaches. Charismatic leaders are responsive to the environment and the workforce needs.
Participative Leaders
Participative leadership is the most favored style in organizations. It is also called management by objectives, mutual decision-making, and power sharing. A human resource leader who applies this style engages employees in the decision-making process to enhance their loyalty and cooperation (Cameron & Green, 2008).
Conclusion
Organizations that support the well-being of their human capital attain a respectful reputation in human resources leadership. Many organizations have developed HRM leadership styles that are consistent with their objectives, ethics, culture, and the shifting environment of the international market. Organizations require human resource leaders who are charismatic, knowledgeable, and task-oriented to assist them to understand the changing environment in which the contemporary organizations operate. The leaders should be able to encourage the human capital to participate in the creation and realization of the human resource policies, which emanate from and impact the work environment.
References
Ali, A. (2009). The Role of Leadership in Human Resource Management a Comparative Study of Specific Public and Private Sectors in Pakistan. Journal of Management and Social Sciences, 5(2), 180-194.
Cameron, E., & Green, M. (2008). Making sense of leadership: Exploring the five key roles used by effective leaders. Kogan Page Publishers.
Eigenhuis, A., & Dijk, R. v. (2008). HR Strategy for the High Performing Business: Inspiring Success Through Effective Human Resource Management. London: Kogan Page.