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 any organization to function with some degree of efficiency and effectiveness, having a leader at its head is vital. Leadership is known to be a serious component of successful organizations. Irrespective of its importance it is difficult to understand, but there are some emerging areas of broad agreement (Furtune: 1998). Firstly, leadership is an act of influence based more on integrity than authority. It is not the exclusive domain of designated leaders who occupy positions of authority, and arguably not even predominantly so (Precious: 2000). Rather it is an act defined by the nature and quality of relationship between people that go beyond specific roles. Every member of an organization has a responsibility to provide an opportunity to participate in leadership. Seeing leadership in this way does not deny the reality of power and authority, but it takes a different approach to organizational and community life (Chikaima: 1990). The leadership approach is grounded in an ethic of care, based on informed insight and enacted through trusting personal relationships that are mutually influential. Ideally, authority and influence create a constructive synergy despite their contrasting natures. One of the criteria to be a manager is that you must have good leadership skills to motivate and infuse good work practices in staff. Also, managers need good people skills to gain the trust of the workers. When managers give orders, they must have the power and motivation to inspire confidence, so that the workers have positive attitudes towards the tasks and the organization. This is necessary to achieve good results in the workplace.
The managers and directors of an organization must demonstrate that they have the power and the good governance needed to control their workers, and it is imperative that they have good leadership skills as well, so that the organizations can achieve the results they want (Bartol et al. 2003). Good leadership must maintain a balance between vision, strategy and results. Managers and leaders, and also subordinates, must know the organizational goals (Domaine 2004). Leadership involves leading, conducting, escorting, guiding, tracing, steering, vision and most importantly, managing others (Evans & Evans 2002). A leader is also a person who leads a group when work tasks and social functions are to be performed. Hanbury, Sapat and Washington (2004, p. 568) point out that „leaders are people who do the right thing but managers are people who do the thing right. Both roles are crucial, but they differ profoundly‟. This study aims to shed light on the compelling notion that the hr Managers’ competency profile influences the performance of an organization. Nowadays, the implementation of principles and techniques of hr Management has expanded rapidly in many enterprises worldwide, implying the necessity for effective project leadership. The development of similar strategic issues has been extensively investigated in numerous studies with the use of computational methods.
1.2 Statement of the problem
The following are the problem of the study: Managers and directors of organizationsdo not have good governance and leadership skills needed to control their workers and move their organization forward.
1.3 Objectives of the study
This study aims at
1. Investigating leadership style behavioural and managerial competency of successful hr manager.
2. To identify which of the leadership styles is the most dominant.
3. To know the relationship between leadership style behavioural and managerial competency of successful hr manager
4. To investigate the differences between the leadership techniques in the leadership styles.
5. To shed light on the compelling notion that the hr Managers’ competency profile influences the performance of an organization.
1.4 Research questions
1. What skill does managers to gain the trust of the workers?
2. What is the difference between the leadership techniques in the leadership styles?
3. What is the relationship between leadership style behavioural and managerial competency of successful hr manager.
4. Which of the leadership styles do you think is the most dominant?
1.5 Research Hypothesis
H0: There is no significant relationship between successful human resource managers and corporate organizational performance.
H1: There is a significant relationship between successful human resource managers and corporate organizational performance.
1.6 Significance of the study
This study will provide a very valuable addition and enhancement to the typical performance management process, with benefits for both the employee and the organization. For the organization, the assessment of competencies can provide valuable insights on the skills and talent pool resident within the organization, as well as the competency gaps that need to be addressed to meet both current and future needs.
1.7 Scope/Limitations of the study
This study centers on investigating leadership style behavioural and managerial competency of successful hr manager.
Limitations of study
1. Financial constraint- Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).
2. Time constraint- The researcher will simultaneously engage in this study with other academic work. This consequently will cut down on the time devoted for the research work.
1.8 Definition of Terms
Leadership: The action of leading a group of people or an organization.
Competency: The ability to do something successfully or efficiently.
Human Resources: The people who work for the organization.
Human Resource (HR) Manager: is really employee manager with an emphasis on those employees as assets of the business. In this context, employees are sometimes referred to as human capital.
Managerial: Relating to management or managers, especially of a company or similar organization.
Heifetz, R. A. (1994). Leadership without easy answers. Cambridge, MA: Harvard University Press.
Konstantopoulos, N., Sakas, D.P., Triantafyllopoulos, Y., The strategy of stakeholder briefing during merger negotiation in the bank market, (2009) Journal of Management Development, 28 (7), pp. 622-632.
Konstantopoulos, N., Sakas, D.P., Triantafyllopoulos, Y., The dimension of communication in the merger: Simulation with dynamic model (2007) AIP Conference Proceedings, 963 (2), pp. 1062-1065.
Lambert et al. (1995). The constructivist leader. New York, NY: Teachers College Press.
Mintzberg, H. (1979). The structuring of organizations. Englewood Cliffs, NJ: Prentice-Hall.
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