Download Chapter 1: Human Resources Leadership

Chapter 1: Leading Human
Resources
• The Practice of Human Resources
Leadership
• The Importance of Human
Resources Leadership
• The Challenge of Human Resources
Leadership
• Leaders, Supervisors & Associates
• Characteristics of Leaders
• The Nature of Leadership
• Leadership Styles
• Developing Your Own Style
• Ethics
• The Supervisor as Mentor
The Practice of Human Resources
Leadership
• Critical to all successful hospitality organizations.
• Work & the workplace are much more complex
than they were years ago.
• Not only has legislation & compliance become
more important but also so has:
– Equal opportunity, creating a positive work
environment, technology, diversity, recruiting, selection,
compensation & benefits, training & development,
teambuilding, performance management, conflict
management, safety & health, planning, organizing,
decision-making, communication, motivating, &
controlling!
The Practice of Human Resources
Leadership
• Organizational effectiveness: intention to go
beyond performing traditional HR functions to adding
value through directly improving the performance of
the business, done by adding:
More value by effective talent management.
Helping with change management.
Influencing business strategy.
Plus a host of other high-value-added activities
that impact organizational effectiveness.
The Importance of Human
Resources Leadership
• Corporations of excellence regard
HR as their most valuable asset &
competitive advantage.
• The HR director & the HR
department are strategic business
partners adding intrinsic value to the
organization as a resource for all
departments.
• HR is responsible for the efficient &
effective operation of the human
resources of the organization.
The Importance of Human
Resources Leadership
• HR is all about
attracting, selecting,
recruiting, orienting,
training, coaching,
counseling, developing,
disciplining, mentoring,
evaluating the
performance, &
supporting & retaining
the associates.
The Human Resources Department
• Lead by the director of HR.
• The HR director:
– An executive committee position.
– Carries with it the enormous responsibilities of running
an efficient & effective HR department.
– A member of the ‘guidance team’ that run the
organization – making all the important decisions.
– Sets the tone of how employee relations are conducted.
– Establishes a vision for the company’s human
resources.
– Is the advocate for the employees at executive-level
decision-making.
The Human Resources Department
• The HR department generally
has a co-coordinator, who
ensures that all employee &
management inquiries are
handled with courtesy & given
to the appropriate HR
manager.
• Many HR departments have
an employment manager, who
checks applications & does
employment suitability
interviews & reference checks.
The Challenge of Human Resources
Leadership
• Finding & keeping great
employees motivated.
• High turnover in the
hospitality industry.
• The cost of high
turnover.
Leadership
• Leadership begins with:
– Vision
• Instills a common purpose, self-esteem, & a sense of
membership in the organization.
– Mission
• Mission statements describe the purpose of the
organization & outline the kinds of activities performed
for guests.
– Goals
• Are relevant to the mission, specific & clear,
challenging yet achievable, made in collaboration with
employees, & written down with the strategies &
tactics of how to meet the goals.
Leaders & Associates
• Hotels & restaurants are dependent on large
numbers of people to fill low-wage entry-level jobs
that have little interest & no perceived future.
• Another level of hourly worker is the skilled or
semiskilled: the front desk clerk, the cashier, the
bartender, the cook, the waiter & waitress.
– These jobs are more appealing, the money is better, &
there is sometimes a chance for advancement.
• Many employers assume that their employee will
not stay long, & most of them do not.
Characteristics of Leaders
• Several studies have shown
that effective leaders have 6
traits that distinguish them
from nonleaders:
– Drive
– The desire to influence others
– Honesty
– Moral character
– Self-confidence
– Intelligence
– Relevant knowledge
Characteristics of Leaders
• Effective leaders are able to influence others to
behave in a particular way.
• This is called power.
• There are 4 primary sources of power:
– 1. Legitimate power, which is derived from an individual’s
position in an organization.
– 2. Reward power, which is derived from an individual’s
control over rewards.
– 3. Coercive power, which is derived from an individual’s
ability to threaten negative outcomes.
– 4. Expert power, which is derived from an individual’s
personal charisma & the respect &/or admiration the
individual inspires.
The Nature of Leadership
• A leader can be defined as:
– Someone who guides or influences
the actions of his or her employees
to reach certain goals.
– A person whom people follow
voluntarily.
– Supervisors must direct the work of
their people in a way that causes
them to do it voluntarily.
• You have to get people to work for you
willingly & to the best of their ability.
• That is what leadership is all about.
Seven Steps for a Foundation
of Leadership Development
1.
2.
3.
4.
5.
6.
7.
Invest time, resources, & money needed to create a culture
that supports leadership development.
Identify & communicate differences between management
skills & leadership abilities within a company.
Develop quantifiable measurables that support leadership.
Make leadership skills a focus of training.
Implement ongoing programs that focus on leadership.
Know that in the right culture leaders can be found at entry
level.
Recognize, reward, & celebrate leaders.
Authority & Leaders
• Formal authority is
given to you by
virtue of your
position.
• Real Authority is
given to you by
having support of
your employees.
• Formal leaders
according to the
organization chart
are in charge.
• Informal leaders
are in charge by
having the support
of their employees.
Leadership Styles:
The most popular types of leadership styles today:
• Autocratic: Needs of
employees comes
second. Makes
decisions without
input from staff, gives
orders & expects
them to be obeyed.
• They believe that this
is the only method
employees will
understand.
• Bureaucratic: “ By
the Book”, relies on
rules, regulations &
procedures for
decisions.
• Appropriate for
when employees
can be permitted no
discretion in the
decisions to be
made.
Leadership Styles Continued:
• Democratic: Almost
the reverse of the
autocratic style. The
supervisor wants to
share & consult with
the group in
decision making.
Informs employees
about all matters
concerning them.
• Laissez- faire: The
hands off approach.
The supervisor does
as little leading as
possible. Delegates
all power & authority
to employees.
Limited application
to the hospitality
industry.
The Old Style Boss
• Method: commandobey, carrot-andstick, reward &
punishment,
autocratic.
• Results: far more
likely to increase
problems than to
lesson them.
Theory X
• Douglas McGregor
• People are
counterproductive.
• Inborn dislike of work.
• Must be coerced, controlled,
directed, threatened with
punishment.
• People prefer to be led,
avoid responsibility, lack
ambition, & want security.
Theory Y
• Douglas McGregor
• Argued that work is natural,
people do not inherently
dislike it.
• People will work at their
own accord towards
objectives.
• People become committed
to objectives that fulfill
inner personal needs.
• Under the right conditions
people accept & seek out
responsibility.
• Imagination, ingenuity, &
creativity to solving
problems is widely
distributed in the population.
• Modern industrial
organizations use only a
portion of the intellectual
potential of the average
human being.
Theory X vs. Theory Y
• Theory X fits the old-style hospitality manager.
• Theory Y is a revised view of human nature with
emphasis on using the full range of workers’ talents,
needs, & aspirations.
– A popular way of moving toward a Theory Y style of people
management is to involve one’s workers in certain aspects
of management, such as problem solving & decision
making.
• The participative management style results when
workers have a high degree of involvement in such
management concerns as planning & decision
making.
Situational Leadership Kenneth Blanchard & Paul Hersey
Two types of Leadership behaviors:
• Directed behavior - Tell employees exactly
what you want done, how, when, & where. The
focus is to get the job done, it is best to use
when employees are learning a new aspect of
their job.
• Supportive behavior - Show caring, &
support to you employees. Praise, encourage,
& involve them in decision making. This is best
to use when a employee lacks commitment to
do a job.
Combining Directive & Supportive
Styles
1. Directing Style: A lot of directed & few
supportive behaviors.
2. Coaching Style: A lot of both directive &
supportive behaviors.
3. Supporting Style: Highly supportive
behaviors.
4. Delegating Style: Low on both directive &
supportive because responsibility is turned
over to employees.
Transformational Leadership:
• Transactional leaders:
motivate through
appealing to workers self
interest (rewards).
• Transformational
leaders: act as a coach,
lead by example,
communicate, inspire, &
provide workers with
challenging jobs.
Empowerment
• A technique used by participative
leaders to share decision-making
authority with team members.
• Empowerment means giving
employees more control over their
decisions, resources, & work.
• When decision-making power is
shared at all levels of the
organization, employees feel a
greater sense of ownership &
responsibility.
Developing Your Own Style
• The best style of leadership, for
you, is whatever works best in
terms of these three basics:
– Your own personality.
– The workers you supervise.
– The situations you face.
• It should be a situational type of
leadership, just as your
management style must be a flex
style that reacts to situations as
they arise.
Developing Your Own Style
• What you need most in finding
what works best is awareness
of:
– Yourself & the feelings, desires,
biases, abilities, power, &
influence you bring to a
situation; awareness of the
special needs & traits of your
various workers & awareness of
the situation, the big picture, so
you can recognize what is
needed, conceptual skills &
human skills.
Developing Your Own Style
• Leadership is also about
change.
• Remember there is a six-step
method of making changes:
– 1st, state the purpose.
– 2nd, involve others.
– 3rd, test the plan before you
implement it company-wide.
– 4th, introduce the change.
– 5th, maintain & reinforce the
change.
– 6th, follow up!
Ethics
• A set of moral principles or
rules of conduct that provide
guidelines for morally right
behavior.
• Hall suggests 5 questions that
you can use to help decide
how ethical a certain decision
is:
– 1. Is the decision legal?
– 2. Is the decision fair?
– 3. Does the decision hurt
anyone?
– 4. Have I been honest with those
affected?
– 5. Can I live with my decision?
The Supervisor as Mentor
• A mentor is a leader, an
excellent role model, & a
teacher.
• A supervisor often functions
as a mentor to a worker by
providing guidance &
knowledge on learning the
operation & moving up the
career ladder.
• Being a mentor can provide
feelings of pride &
satisfaction because you
have contributed to someone
else’s career development.
© 2010 John Wiley & Sons, Inc