Leadership &

Navigation
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Definition
Leadership & Navigation is defined as the KSAOs
needed to create a compelling vision and
mission for HR that aligns with the strategic
direction and culture of the organization,
accomplish HR and organizational goals, lead
and promote organizational change, navigate
the organization, and manage the
implementation and execution of HR initiatives

Sub- Competency
1. Navigating the organization: working with
parameters of org's hierarchy, processes, system,
policies
2. Vision: Define & support vision & long-term goals
3. Managing HR initiatives: Executing the
implementation and management of HR projects
4. Influence: Inspiring people to achieve
Leadership
approach
 6 Leadership Approaches

Coercive Democratic
The leader imposes a vision or solution on the team The leader invites followers to collaborate and
and demands that the team follow this directive. commits to acting by consensus.

Authoritative Pacesetting
The leader proposes a bold vision or The leader sets a model for high
solution and invites the team to join this performance standards and challenges
challenge. followers to meet these expectations.

Affiliative Coaching
The leader creates strong relationships with and The leader focuses on developing team members’
inside the team, encouraging feedback. The team skills, believing that success comes from aligning the
members are motivated by loyalty. organization’s goals with employees’ personal and
professional goals.
 Universal Characteristics of Leaders
Achieve results through their
teams and share recognition and
opportunities for growth with
team members
Tend to be trustworthy, ethical,
motivational, efficient,
collaborative, and focused on
continuous improvement

Effective HR leaders Ineffective HR leaders

Focus internally rather than externally,
Develop and coach others.
failing to look outside the HR function to
Build positive relationships.
the organization’s internal and external
Model their values and fulfill their
stakeholders.
promises and commitments.
Lack strategic perspective, focusing on
Have functional expertise.
short-term objectives and daily tasks.
Do not anticipate or react well to change.
Resist “stretch” goals and act as a drag
on the organization’s attempts to
innovate.
 Navigating
organization
 Learning the organization
To navigate the organization and lead effectively, HR leaders—especially
those new to an organization or leadership position—should understand
the formal and informal structures of their organizations.

Formal Organizational Informal Organizational

• Reporting lines Organizational culture & social dynamics
• Decision-making process Demonstrated through actions, interactions,
• Funding process communication, rewarded & punished behaviors
• Strategy, mission, values Observe & Seek Advice from Influential Leaders
• Significant past events
 Finding allies

WHY? WHO? HOW?

Influence decision making HR members Understand their needs & goals

Improve proposals Other functions Build influence & motivation
Strengthen propositions Outside the organization
Influencing
5 types of power

Legitimate
Created formally through a title or position
Save time in decision making and focus team on goals
May be insufficient if leader is not also competent and effective at leading

Reward
Created when the leader can offer value in exchange for employees commitment
Can appeal to team members' individual motivators
Useful only when leader has access to & can extend meaningful rewards

Expert
Created when the leader is recognized as possessing great intelligence, insight,
experience
Improve team's effort, win respect for the team and its work throughout the org
Can create dependency and weaken team members' initiative or contributions
Referent
Created by the force of the leader's personality (attract admiration, affection,
loyalty
Appeals to social needs of individuals, the desire for affiliation
Will weaken if leader is not competent, effective and fair
Coercive
Created when the leader has power to punish those who do not
follow
Likely to get immediate results
Damages team members' motivation and self-direction over time
 Persuading

Do's Don't
Reasoning Mantipulate
Appeal to mutual visions or values Misuse emotional appeals (fear/bias)
Trade (reciprocate) Intimidate/bully

Note:
Flexible, appropriate
Honesty & concern
Leadership
theory
Blake and Mouton The Blake and Mouton managerial grid is a tool to assess your
managerial and working style based on several factors. It plots

managerial how you behave on a particular grid, showing if you're more

people-oriented or task-oriented in different situations. This

model means learning whether managers put more emphasis on

everybody completing their tasks on time or the overall happiness
and sense of belonging of their employees.

Identify your leadership style Identify areas for improvement Determine the context
Hersey-Blanchard
Situational Leadership
Situational leadership theory is a strategy
that designates a leadership style to a given
situation based on a number of factors.
Situational leaders adapt their leadership
styles according to the competency and
commitment level of employees. Situational
leadership is a flexible style designed to
maximize employee potential while meeting
corporate deadlines or milestones.
Situational leaders strive to:
Drive results by answering the what and
the how of a project
Develop people and appropriate
workgroups
Establish relationships and motivate
employees Qualities of efffective situational Leader
Recognize when to adapt leadership Insight: Understand abilities of employees & complexity of a task
styles over time Flexible: adjust approach by considering situation
Trust: build relationship with compassion & support
Problem solving: overcome situation & give direction
Coaching: nuture & support employee to grow
 Transformational Leadership
Transformational leaders inspire employees in ways that go beyond exchanges and rewards. This approach can
increase a team’s intrinsic motivation by expressing the value and purpose behind the organization’s goals.
A transformational leadership style inspires employees to strive beyond required expectations to work toward a
shared vision

Individualized consideration Idealized influence

Transformational leaders listen to employees’ Transformational leaders model ethical behavior.
concerns and needs so they can provide adequate Their moral conduct earns a necessary level of
support. They operate from the understanding that respect and trust. This can help leaders steer
what motivates one person may not motivate decision-making that works to improve the entire
someone else. As a result, they’re able to adapt their organization.
management styles to accommodate various
individuals on their team.

Inspirational motivation Intellectual stimulation

Transformational leaders are able to articulate a Transformational leaders regularly challenge
unified vision that encourages team members to assumptions, take risks and solicit team members’
exceed expectations. They understand that the most input and ideas. They don’t fear failure, and instead
motivated employees are the ones who have a foster an environment where it’s safe to have
strong sense of purpose. These leaders are not afraid conversations, be creative and voice diverse
to challenge employees. They remain optimistic perspectives. This empowers employees to ask
about future goals and are skilled at giving meaning questions, practice a greater level of autonomy and
to the tasks at hand. ultimately determine more effective ways to execute
their tasks.

Practise self-awareness Remian open-minded Adaptable & Innovate Proactive Lead with humility
 Participative leaders:
Guide employees while encouraging to provide feedback and
participate in decision-making.
Participative Recognize employees’ significant role in organization’s success
Promote transparent communication, collaborative solutions,
Leadership and inclusivity
Share much of responsibilities with employees
Create workplace where all employees contribute to decisions.
Require team effort and accountability
How Participative Leader operates? Promotes a deep trust between leaders and employees
Emphasis on teams instead of the individual

Benefit of Paticipative Leadership

Encourage Engagement
Keeps employees involved and makes them feel like valued members of your
organization. It reinforces the idea that every part of an organization matters and
that each employee holds unique skills and value.
Boost creativity
Allowing every team member to share their ideas and contribute to the decision-
making process means you will have many creative ideas to incorporate into a
strategy

Improve morale
lets employees know they are valued and have influence within the company,
making them comfortable sharing their ideas with you and your team and
placing all workers on equal footing
 Inclusive leadership
Actively encouraging communication and collaboration with
every member of the team when making decisions and solving
problems.
Use every team member’s perspective to ensure tasks are
successful.
Aware of biases — but counteract by listening to and taking
into consideration the views of other people: employees, peers,
direct reports, colleagues and collaborators.

Diverse Better workplace Engaged Trust

Innovation
perspectives relations employees
 Servant Leadership
Servant leaders put their employees first
Leaders are tasked with putting employees first and
considering how to uplift and empower the
employees that work for them. Their role as a leader
is redefined, and instead of commanding or
intimidating employees, they show humility and
work to develop the potential of their employees to
create a higher sense of purpose.
Servant leadership positively impacts employees
and allows them the freedom to reach their career
performance goals.
 A focus on short-term goals

Transactional Leadership
Favoring policy, structure, rules
Transactional leadership is a more structured
approach to management that relies on rigorous
An emphasis on efficiency
checks and balances throughout a company’s
production lifecycle. Typically, employees are given
their short- and long-term goals and expected to Rewards and reprimands
work toward them under supervision, and everyone
is expected to adhere to strict guidelines set by the
Inflexibility /opposition to change
company. Employees who meet their goals are
rewarded, while those who fail to meet their
deadlines are reprimanded. Reactive

Favoring hierarchy

Micromanagement

Practicality

A lack of personal connection

Trait leadership theory is the concept that leaders are born with key characteristics or traits

Future-mindedness Pros

It kickstarted the study of leadership and leadership behaviors

Inclusive leadership skills
It helped to establish leader traits that leaders can improve upon
High emotional intelligence
It helped identify that personality traits can be studied and researched

Emotional regulation skills

Cons

Strong interpersonal skills

Wrongly assumed that leadership effectiveness is something you’re
born with
High cognitive agility/ability It puts forward a false behavioral theory about leadership roles

It hinders the growth and development of your leaders

Strong decision-making skills

It doesn’t empower your workforce to reach its full potential

Strong communication skills
It can breed a toxic style of leadership within your organization
Ability to resolve conflicts well
It can enforce a more transactional leadership style as opposed to a
transformational leadership style
High motivation
 Contingency Leadership Theory
The contingency theory of leadership puts forth the idea that the success of a leader hinges
on the specific situation at hand. Certain factors come into play that define whether a
particular leader or leadership style will be effective for the given situation. Those factors
include the task, the personality of the leader and the composition of the group that is meant
to be led. Its basic assumption is that leadership – success or failure – is situational.

Fiedler’s Contingency Decision-Making Path-Goal

Theory Theory Theory
Effective leadership hinges not only on Also known as the Vroom-Yetton-Jago leaders have the responsibility of making sure
the style used by the leader, but also on Decision-Making Model of Leadership, this their subordinates have the support and
the control held over the situation contingency leadership model puts forth the information required to achieve the goals set
Only fits situations where groups are idea that effective leaders size up situations, forth. Essentially, this theory holds that effective
closely supervised and not team-based. assess them and then determine how much leaders create clear paths to help their
Emphasizes the leader’s disposition as support the group will give toward the effort, subordinates achieve goals and that they work
the main trait that defines the ability to adjusting their preferred leadership style to fit. to remove obstacles that stand in the way.
lead.
Motivation
Theory
 4 personal leadership qualities

Self-motivated & self-disciplined Committed to continuous learning

The ability to identify opportunities and challenges is Learning, re-skilling, and up-skilling should be integrated
extremely valuable, and a leader will take steps to into workplace practices on an ongoing basis. HR leaders
design and propose strategies to address them without should encourage others to be self-motivated and seek out
waiting to be asked. Understanding the structure and their own opportunities to learn, in part by providing
dynamics within the organization can help an HR leader information on what skills are or might be required for
navigate the best path toward gaining support and an advancement and specific roles. HR professionals should
audience for their ideas and proposals. avail themselves of these opportunities as well

Comfortable with risk taking Embody a growth mindset

Taking charge of an issue or designing a strategy to This refers to the belief that an individual’s talents and skills
address a challenge or opportunity can be a can and should be developed during the course of doing
considerable undertaking—one that might either be one’s work. It is a mindset that sees employees (and
time-consuming and difficult to achieve or be received oneself) as a source of potential, which should be
with push-back within the organization. A leader has to encouraged to grow (and should be rewarded). For HR
be prepared to share their opinions and proposals with leaders, this can manifest through coaching and mentoring
others, regardless of the potential for discouragement or but also by a willingness to take risks and learn. A leader
criticism. Similarly, they have to be prepared to make who internalizes this mindset and models it to their
mistakes. Organizations can’t innovate without taking colleagues and employees will reap benefits and can
appropriate risks, and a leader should learn to tolerate encourage greater engagement, as it helps create an
failure in the pursuit of innovation and create an environment in which risk taking and innovation are
environment in which failure can be learned from. tolerated and employees feel comfortable participating
and sharing ideas.
 Locke's Goal-setting theory
clear goals and appropriate feedback motivate
employees
1. Setting Clear Goals
When your goals are clear, you know what you're trying to achieve. You
can also measure results accurately, and you know which behaviors to
reward. This is why SMART is such a useful mnemonic.
2. Setting Challenging Goals
People are often motivated by challenging goals, however it's
important not to set a goal that is so challenging it can't be achieved.
3. Securing Team Commitment
To be effective, your team must understand and agree to the goals –
team members are more likely to "buy into" a goal if they have been
involved in setting it.
4. Gaining Feedback
In addition to selecting the right goals, you should also listen to
feedback, so that you can gage how well you and your team are
progressing. Feedback gives you the opportunity to clarify people's
expectations and adjust the difficulty of their goals.
5. Considering Task Complexity
Take special care to ensure that work doesn't become too
overwhelming when goals or assignments are highly complex.
 Expectancy Theory
The expectancy theory of motivation, or the expectancy theory, is the belief that an individual
chooses their behaviors based on what they believe leads to the most beneficial outcome.
This theory is dependent on how much value a person places on different motivations. This
results in a decision they expect to give them the highest return for their efforts.

Expectancy Instrumentality Valence

Expectancy is the belief that if an Instrumentality is the belief that the Valence is the importance you place on
individual raises their efforts, their reward you receive depends on your the expected outcome of your
reward may rise as well. Expectancy is performance in the workplace. performance. This often depends on your
what motivates a person to gather the Generally, instrumentality increases if you individual needs, goals, values and
right tools to get the job done, which feel that you have more control as to how, sources of motivation
could include raw materials and why or when you may receive rewards.
resources, skills to perform the job and
support and information from
supervisors.
 Attribution Theory
Attribution theory is defined as the way that
individuals envision the success or failure of their
own behavior or the behavior of others (Weiner,
2004). They tend to explain their reasons for
success or failure based upon three dimensions:
1) internal or external
2) stable or unstable
3) controllable or uncontrollable.
Self-Determination Theory
Self-determination refers to a person's ability to
make choices and manage their own life. Being
self-determined means that you feel in greater
control, as opposed to being non-self-
determined, which can leave you feeling that
your life is controlled by others.
Equity Theory
Employee’s motivation depends on their perception of how
fair is the compensation and treatment for their work input.
Equity Theory states that the employees perceive what they
get from a job situation (outcomes) about what they put
into it( inputs) and then compare their inputs- outcomes
ratio with the inputs- outcomes ratios of others.
Herzberg’s Motivation-Hygiene Theory
Herzberg’s two-factor theory outlines that humans are motivated by two things:
motivators and hygiene factors
Motivation factors: factors that are related to workplace satisfaction. They
cover intrinsic needs such as achievement, recognition, and advancement.
Motivation factors allow employees to be content in their jobs and promote
growth.
Hygiene factors: factors that are not related to workplace satisfaction but must
be present in the workplace in order to prevent dissatisfaction. Hygiene factors
cover extrinsic needs such as pay grade, workplace policy and relationships
with their peers.
Theory X & Y
Theory X and theory Y are part of motivational theories. Both the theories, which
are very different from each other, are used by managers to motivate their
employees. Theory X gives importance to supervision, while theory Y stresses on
rewards and recognition.
Thank You