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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