INVESTIGATING LEADERSHIP STYLE BEHAVIOURAL AND MANAGERIAL COMPETENCY OF SUCCESSFUL HR MANAGER
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INVESTIGATING LEADERSHIP STYLE BEHAVIOURAL AND MANAGERIAL COMPETENCY OF SUCCESSFUL HR MANAGER
CHAPITRE ONE
INTRODUCTION
1.1 Background of The Study
No organization has ever existed without leadership. An individual need not be the senior officer or commander to be a leader. For every organization to run with some degree of efficiency and effectiveness, having a leader at its head is necessary.
Leadership is acknowledged to be a serious component of successful organizations. Irrespective of its importance it is difficult to explain, however there are certain emergingareas of broad agreement (Furtune: 1998).
Firstly, leadership is an act of influence based more on integrity than authority. It is not the exclusive realm of designatedleaders who occupy positions of authority, and possibly not even largely so (Precious: 2000).
Rather it isan act defined by the form and quality of relationship between people that transcend beyond specificroles.Every member of anorganization has a responsibility to provide a chance to participate in leadership.
Seeing leadership in this way does not negate the realities of power and authority, but rather takes adifferent perspective to organizational and community life (Chikaima: 1990).
The leadership method is anchored inan ethic of care, based on educated insight and executed via trusted human relationshipsthat are mutually influential. Ideally, authority and influence form a beneficial synergydespite their conflicting natures.
One of the prerequisites to be a manager is that you must have good leadership skills to motivate and infuse effective work habits instaff. Managers must also have good people skills in order to acquire the trust of their employees.
When managers issue commands, they must have the authority and incentive to instill trust in their employees so that they have a good attitude towards the duties and the organisation.
This is required to obtain good success at work. Managers and directors of an organisation must demonstrate that they have the power and excellent governance required to oversee their employees, as well as good leadership abilities, in order for the organisation to accomplish the desired objectives (Bartol et al. 2003).
A good leader must strike a balance between vision, strategy, and outcomes. Managers and leaders, as well as subordinates, must be aware of the organization’s goals (Domaine 2004).Leading, conducting, escorting, guiding, tracing, steering, vision, and, most crucially, managing others are all aspects of leadership (Evans & Evans 2002).
A leader is also someone who guides a group through job activities and social functions. According to Hanbury, Sapat, and Washington (2004, p. 568), “leaders are people who do the right thing, but managers are people who do the right thing right.” Both positions are critical, yet they are vastly different.
This study seeks to shed light on the persuasive idea that the competency profile of human resource managers influences organisational performance. Nowadays, the application of HR Management principles and methodologies has spread rapidly in many businesses throughout the world, emphasising the need for effective project leadership. The evolution of similar strategic challenges has been thoroughly studied in several papers using computer methodologies.
1.2 Statement of the Problem
The following are the study’s problems:
1. Organisational managers and directors lack the good governance and leadership abilities required to supervise their employees and propel their organisation ahead.
1.3 Objectives of The study
The purpose of this research is to look into the leadership style, behavioural characteristics, and managerial competencies of successful human resource managers.
2. Determine which of the leadership types is prominent.
3. To understand the relationship between successful human resource managers’ leadership style, behavioural traits, and managerial competencies.
4. To look into the distinctions in leadership tactics and leadership styles.
5. To shed light on the persuasive idea that the competency profile of human resource managers influences organisational performance.
1.4 Research Questions
1. How do managers acquire the trust of their employees?
2. What is the distinction between leadership tactics and leadership styles?
3. What is the relationship between a successful HR manager’s leadership style, behavioural traits, and management competency?
4. Which of the following leadership styles do you believe is the most prevalent?
1.5 Research Hypotheses
Ho:
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1.6 Significance of the research
This research will be a helpful addition and complement to the standard performance management process, benefiting both the employee and the organisation.
The assessment of competencies can provide useful insights into the organization’s skills and talent pool, as well as the competency gaps that must be addressed to fulfil both present and future needs.
1.7 Scope and Limitations of the Study
This study focuses on the leadership style, behavioural characteristics, and managerial ability of a successful human resource manager.
Study limitations
1. Financial constraint- Inadequate funds tend to hamper the researcher’s efficiency in locating relevant materials, literature, or information, as well as in the data collection procedure (internet, questionnaire, and interview).
2. Time constraint- The researcher will conduct this investigation alongside other academic activities. As a result, the amount of time spent on research will be reduced.
1.8 Definition of Terms
The action of guiding a group of people or an organisation is known as leadership.
Competence: the ability to complete a task successfully or efficiently.
Human Resources: the people who work for the company.
Human Resource (HR) Manager: is essentially an employee manager who views employees as assets to the company. Employees are sometimes referred to as human capital in this sense.
Managerial: pertaining to management or managers, particularly those of a business or comparable organisation.
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