Leadership development in terms of human resource (HR) management is a fundamental approach to promote the economic performance of a particular enterprise. Within a broad spectrum of leadership-oriented theories, it is crucial to consider the actual practices in the work environment, as well as the potential benefits of the leadership strategies. According to Bratton and Gold, leadership development has two critical purposes, including maintenance of business by “developing leaders and managers with the skills to carry out determined roles” (449). Another purpose implies business improvement with the help of new models in rapidly evolving sectors and volatile environment. The investment in leadership development enhances work performance and productivity and, thus, it is important to define the issue, examine the leaders’ and managers’ training, assessment, and activities that add value to the organization’s success.
Personal Reflection on Leadership
The correlation between the behaviors of leaders and managers with high-performance outcomes is the topic of long-term relevance, which is why I chose it for further in-depth analysis. The properly implemented leadership strategy defines a set of behaviors, attitudes, and personal strengths that have a significant influence in the workplace. A leader character is a result of the ongoing process that shapes and develops individuals as they address new challenges and obtain further work experience. As such, the variety of stretch assignments encourage one to step out of the comfort zone to respond to work challenges and develop a leader character. Seijts et al. state that people tend to exert “courage, humility, temperance, collaboration, and accountability” to efficiently fulfill an enterprise resource planning project within the organization (35). These are the current concerns that might affect the workplace regarding leadership development, which I am aiming to examine.
Concerning the role of an employee or a manager in the workplace, leadership skills and performance management are essential for a comprehensive HR system. A good leader is reflective and develops a “strong sense of self-awareness” and comprehension of developmental needs (Seijts et al. 35). I believe that an adequate leadership climate can develop employees with strong affective commitment who are willing to contribute to innovative solutions and, hence, advance organizational effectiveness. Following the ideas of Ribeiro et al., authentic leaders can improve the employees’ work attitudes, such as “organizational commitment and job satisfaction,” which results in higher levels of job efficiency (2). However, improperly integrated leadership development into the workplace might lead to a lack of employee engagement, unstable performance indicators, low employees’ self-image, as well as increased legislative and financial risks. One of the main reasons to study the leadership topic is the constantly changing business environment that requires team leaders to manage the work and promotes the overall company’s success.
The concept of leadership is one of the current and most crucial issues related to human resource management. Well-designed leadership development and employee management have a significant impact on organizational outcomes, including business innovations, products, quality, and engagement, as well as customer satisfaction, profit, and stakeholder value. I hope to obtain adequate leadership knowledge in terms of a complex work climate, including globalization, increased customer demand, technological innovations, and economic uncertainty, as it may be helpful in my future work experience. To conclude, the relevance of the leadership strategy should be a primary focus in HR management and processes in order to shape a vibrant corporate culture and promote organizational success.
Bratton, John, and Jeff Gold. Human Resource Management: Theory and Practice. 6th ed., Macmillan Education UK, 2017.
Ribeiro, Neuza, et al. “How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment.” Journal of Leadership & Organizational Studies, vol. 27, no. 2, 2019, pp. 1–14.
Seijts, Gerard, et al. “Embedding Leader Character into HR Practices to Achieve Sustained Excellence.” Organizational Dynamics, vol. 46, 2017, pp. 30–39.