Strategic HR Leadership

1. What is Strategic Human Resource Leadership?
  Strategic Human Resource is the strategic management of human resources aligned with the organisation's intended future direction. It is concerned with longer-term people issue and macro concerns about structure, quality, culture, values, commitment and matching resources to future need.
2. What are the key factors to Strategic Human Resource Leadership position?
  The keys factors to moving into a Strategic Human Resource Leadership position are as follows;
  • Position the HR Team
  • Discover Patterns & Change Opportunities
  • Guide Communication and Culture
  • Match Jobs and People
  • Influencing Other Leaders
  • Pinpointing Priorities
3. What are the skills required to improve your Human Resource Strategic Leadership?
  The skills required to improve in Human Resource Leadership are:
  • Ability to Anticipate
  • Ability to Challenge
  • Ability to Interpret
  • Ability to Decide
  • Ability to Align
  • Ability to Learn
  • Effective Communication
4. What are the qualities for HR as a strategic business partner?
  In order to brand HR as strategic business partner, HR leaders would need to possess certain Qualities. While past accomplishments may be noteworthy, the HR leader should focus on future Challenges and Business Strategies. To develop an influential department, the leader must have the following qualities:
  • Clarity of thought and sense of direction.
  • Business Acumen. The word acumen means "keenness and depth of perception, especially in practical matters." The external business landscape with the keen awareness of how to enhance profitability and then executing the strategy to deliver the desired results.
  • Patience
  • Fairness
  • Self-Discipline. HR Leaders will normally be confronted with situations requiring negotiation. Self-control is the essence of negotiation.
  • Risk-Taking Ability. Risk taking is an integral part of business and life.
5. What are the weaknesses of HR Leaders?

The weaknesses of HR Leaders are :

  • Focusing Internally Rather Than Externally
    In many ways the function of HR is focused on internal problems, but the lack of understanding of the external environment often caused others to view some HR leaders as not in touch with the issues facing the organisation. HR leaders were also rated more negatively on their ability to represent the organisation to key groups.
  • Lacking Strategic Perspective
    In general, HR leaders were rated significantly less positively on their ability to have a clear perspective between the big picture strategy and the details. Many were viewed as so focused on the "day-to-day" work that they lost perspective on the longer term broader business issues. HR leaders often complain that they want to engage more fully with other executives, but without clear strategy and focus, they will never have that seat.
  • Not Anticipating and Responding Quickly to Problems
    HR Leaders were rated significantly more negatively on their ability to anticipate and respond quickly to problems. A number of items noted a general lack of speed and urgency to respond and react quickly.
  • Resisting Stretch Goals
    On many occasions often the response given by HR without considering what could be done to speed the process and move quickly.
6. How we can create effective leadership in an organisation?

We can create effective leadership in an organisation by:

            a)         Defining what a good leadership means

            b)         Developing leaders' skills

            c)         Creating systems, processes and policies that support good leadership

            d)         Creating the conditions in which the value of leadership is recognised

            e)         Make leadership coherent across the organisation

7. What are the components of Strategic Leadership?

The components of Strategic Leadership are:

a)         Determine the organisation's purpose or vision.

b)         Achievement or maintain core competencies.

c)         Develop human capital.

d)         Sustain an effective organisational culture.

e)         Emphasize ethical practices; and

f)          Established balanced organisational controls

8. What actions should a strategic leader take?

Actions that a strategic leader should take:

a)         Provide a vision

b)         Ensure members are developed with the right skills

c)         Provide incentives

d)         Provide resources

e)         Present a clear action plan

9. What are the types of Leadership Styles?

There are five (5) different types of leadership styles:

            1)         Laissez-Faire

A laissez-faire leader lacks direct supervision of employees and fails to provide regular feedback to those under his supervision. Highly experienced and trained employees requiring little supervision fall under the laissez-faire leadership style. However, not all employees possess those characteristics. This leadership style hinders the production of employees needing supervision. The laissez-faire style produces no leadership or supervision efforts from managers, which can lead to poor production, lack of control and increasing costs.


            2)         Autocratic

The autocratic leadership style allows managers to make decisions alone without the input of others. Managers possess total authority and impose their will on employees. No one challenges the decisions of autocratic leaders. This leadership style benefits employees who require close supervision. Creative employees who thrive in group functions detest this leadership style.


            3)         Participative (Democratic)

Participative leadership values the input of team members and peers, but the responsibility of making the final decision reposes with the participative leader. Participative leadership boosts employee morale because employees make contributions to the decision-making process. It causes them to feel as if their opinions matter. When a company needs to make changes within the organisation, the participative leadership style helps employees accept changes easily because they play a role in the process. This style meets challenges when companies need to make a decision in a short period.


            4)         Transactional

Managers using the transactional leadership style receive certain tasks to perform and provide rewards or punishments to team members based on performance results. Managers and team members set predetermined goals together, and employees agree to follow the direction and leadership of the manager to accomplish those goals. The manager possesses power to review results and train or correct employees when team members fail to meet goals. Employees receive rewards, such as bonuses, when they accomplish goals.


            5)         Transformational

The transformational leadership style depends on high levels of communication from management to meet goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. This style of leadership requires the involvement of management to meet goals. Leaders focus on the big picture within an organisation and delegate smaller tasks to the team to accomplish goals.

10. What are the benefits of using Strategic Leadership Tools?

By using strategic leadership tools effectively, organisations benefit in at least seven ways:

  • Employee attention is focused on the same strategic task; their priorities become less scattered and diffused which increases the likelihood that you will get the best thinking
  • Everyone is clear about the beginning and end to the task as defined by the tool; they are not wasting energy on figuring out where to start and when to end
  • Participation and interaction increases as everyone's Ideas and solutions are made visible through the structure
  • Stakeholders are all using the same language in doing the work; terms are defined within the context of the tool which promotes understanding
  • The task is no longer personal; it's about following the tool's process to achieve organizational success; it's not about any one person's agenda
  • People who need a lot of structure in order to feel comfortable, have structure
  • People who need permission to be open and honest, have it; the structured process gives them that permission