HRM3704 Contemporary Issues in Human Resource Management
Study Unit 3 - Human Resources and Leadership
What is leadership?
Leadership is:
• The activity of influencing people to strive willingly for group objectives4
• The process of influencing the activities of an individual or a group in efforts towards goal achievement in a given situation
• The process of giving purpose to collective effort, and causing willing effort to be expended to achieve such a purpose
• The activity of getting people to move in directions, make decisions, and support paths they would typically not have
selected
• The process of making sense of what people are doing together, so they will understand and be committed
• The process of articulating visions, embodying values, and creating the environment within which things can be
accomplished.
These definitions highlight a number of important issues. The following is clear:
• Leadership is a process and not a position
• It involves a relationship between a leader and followers in a given situation
• It involves influencing people
• Leaders gain the commitment and enthusiasm of followers who are willing to be influenced
• Leadership influences followers to think not only of their own interest but the interest of their organisation
• It involves influencing followers to bring about change towards a desired future for their organization
What is the difference between leadership and management?
Hinterhuber and Krauthammer, sources of leadership are alertness to opportunity and the imagination and vision to exploit or
capitalise on it See Fig 3.1 on page 57 of TB
Managers administer, and leaders innovate, managers control, and leaders inspire, and managers accept the status quo, while
leaders change it.
Leadership and management complement each other and that both are vital to organisational success.
To be an effective leader; some critical competencies are required. Ketterer and Chayes:
• vision, managing complexity,
• industry and business insight,
• a general management perspective,
• drive for success,
• personal integrity,
• flexibility,
• active learning,
• influencing without authority,
• extreme humility,
• developing talent,
• teamwork.
Page 1 of 11
Summary by L Petzer
, HRM3704 Contemporary Issues in Human Resource Management
Role of emotional intelligence is also important. Propose that emotional intelligence - the ability to understand and manage moods
and emotions in the self and others - contributes to effective leadership in organisations.
Emotional intelligence consists of four fundamental capabilities:
• self-awareness,
• self-management,
• social awareness
• social skills
• effective communication
There are a number of barriers to good communication. Include:
• poor communication skills,
• distortion or omission of information flowing through the various levels within the organisation,
• people hearing only what they expect to hear,
• lack of trust between the sender and the recipient.
Self-awareness Self-management
• Emotional self-awareness: the ability to read and • Self-control: the ability to keep disruptive emotions and
understand your emotions as well as recognise their impulses under control.
impact on work performance, relationships, and the like. • Trustworthiness: a consistent display of honesty and
• Accurate self-assessment: a realistic evaluation of your integrity.
strengths and limitations. • Conscientiousness: the ability to manage yourself and
• Self-confidence: a strong and positive sense of self- your responsibilities.
worth • Adaptability: skill at adjusting to changing situations and
overcoming obstacles.
• Achievement orientation: the drive to meet an internal
standard of excellence.
• Initiative: a readiness to seize opportunities
Social awareness Social skill
• Empathy: skill at sensing other people’s emotions, • Visionary leadership: the ability to take charge and
understanding their perspective, and taking an active inspire with a compelling vision.
interest in their concerns. • Influence: the ability to wield a range of persuasive
• Organisational awareness: the ability to read the tactics.
currents of organisational life, build decision networks, • Developing others: the propensity to bolster the abilities
and navigate politics. of others through feedback and guidance.
• Service orientation: the ability to recognise and meet • Communication: skill at listening and at sending clear,
customers’ needs. convincing, and well-tuned messages.
• Change catalyst: proficiency in initiating new ideas and
leading people in a new direction.
• Conflict management: the ability to de-escalate
disagreements and orchestrate resolutions.
• Building bonds: proficiency at cultivating and
maintaining a web of relationships.
• Teamwork and collaboration: competence at promoting
cooperation and building teams.
3.3 What leaders do on the job
Mintzbergs identified ten managerial roles that leaders perform to accomplish organisational objectives. He grouped these roles
into three categories
▪ Interpersonal roles
▪ Informational roles
▪ Decision roles
3.4 Successful and Unsuccessful Leadership
Interpersonal Roles
Figurehead role Represent the organisation or department in legal, social, ceremonial, and symbolic activities
Leader role Performing the management functions to operate the organisation unit effectively
Liason role Interact with people outside their organisational unit, e.g. networking
Informational Roles
Monitor role Gather information
Disseminator role Send information to others in the organisational unit
Page 2 of 11
Summary by L Petzer
Study Unit 3 - Human Resources and Leadership
What is leadership?
Leadership is:
• The activity of influencing people to strive willingly for group objectives4
• The process of influencing the activities of an individual or a group in efforts towards goal achievement in a given situation
• The process of giving purpose to collective effort, and causing willing effort to be expended to achieve such a purpose
• The activity of getting people to move in directions, make decisions, and support paths they would typically not have
selected
• The process of making sense of what people are doing together, so they will understand and be committed
• The process of articulating visions, embodying values, and creating the environment within which things can be
accomplished.
These definitions highlight a number of important issues. The following is clear:
• Leadership is a process and not a position
• It involves a relationship between a leader and followers in a given situation
• It involves influencing people
• Leaders gain the commitment and enthusiasm of followers who are willing to be influenced
• Leadership influences followers to think not only of their own interest but the interest of their organisation
• It involves influencing followers to bring about change towards a desired future for their organization
What is the difference between leadership and management?
Hinterhuber and Krauthammer, sources of leadership are alertness to opportunity and the imagination and vision to exploit or
capitalise on it See Fig 3.1 on page 57 of TB
Managers administer, and leaders innovate, managers control, and leaders inspire, and managers accept the status quo, while
leaders change it.
Leadership and management complement each other and that both are vital to organisational success.
To be an effective leader; some critical competencies are required. Ketterer and Chayes:
• vision, managing complexity,
• industry and business insight,
• a general management perspective,
• drive for success,
• personal integrity,
• flexibility,
• active learning,
• influencing without authority,
• extreme humility,
• developing talent,
• teamwork.
Page 1 of 11
Summary by L Petzer
, HRM3704 Contemporary Issues in Human Resource Management
Role of emotional intelligence is also important. Propose that emotional intelligence - the ability to understand and manage moods
and emotions in the self and others - contributes to effective leadership in organisations.
Emotional intelligence consists of four fundamental capabilities:
• self-awareness,
• self-management,
• social awareness
• social skills
• effective communication
There are a number of barriers to good communication. Include:
• poor communication skills,
• distortion or omission of information flowing through the various levels within the organisation,
• people hearing only what they expect to hear,
• lack of trust between the sender and the recipient.
Self-awareness Self-management
• Emotional self-awareness: the ability to read and • Self-control: the ability to keep disruptive emotions and
understand your emotions as well as recognise their impulses under control.
impact on work performance, relationships, and the like. • Trustworthiness: a consistent display of honesty and
• Accurate self-assessment: a realistic evaluation of your integrity.
strengths and limitations. • Conscientiousness: the ability to manage yourself and
• Self-confidence: a strong and positive sense of self- your responsibilities.
worth • Adaptability: skill at adjusting to changing situations and
overcoming obstacles.
• Achievement orientation: the drive to meet an internal
standard of excellence.
• Initiative: a readiness to seize opportunities
Social awareness Social skill
• Empathy: skill at sensing other people’s emotions, • Visionary leadership: the ability to take charge and
understanding their perspective, and taking an active inspire with a compelling vision.
interest in their concerns. • Influence: the ability to wield a range of persuasive
• Organisational awareness: the ability to read the tactics.
currents of organisational life, build decision networks, • Developing others: the propensity to bolster the abilities
and navigate politics. of others through feedback and guidance.
• Service orientation: the ability to recognise and meet • Communication: skill at listening and at sending clear,
customers’ needs. convincing, and well-tuned messages.
• Change catalyst: proficiency in initiating new ideas and
leading people in a new direction.
• Conflict management: the ability to de-escalate
disagreements and orchestrate resolutions.
• Building bonds: proficiency at cultivating and
maintaining a web of relationships.
• Teamwork and collaboration: competence at promoting
cooperation and building teams.
3.3 What leaders do on the job
Mintzbergs identified ten managerial roles that leaders perform to accomplish organisational objectives. He grouped these roles
into three categories
▪ Interpersonal roles
▪ Informational roles
▪ Decision roles
3.4 Successful and Unsuccessful Leadership
Interpersonal Roles
Figurehead role Represent the organisation or department in legal, social, ceremonial, and symbolic activities
Leader role Performing the management functions to operate the organisation unit effectively
Liason role Interact with people outside their organisational unit, e.g. networking
Informational Roles
Monitor role Gather information
Disseminator role Send information to others in the organisational unit
Page 2 of 11
Summary by L Petzer
