The Key Challenge in Leading and Managing Human Resource
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ESSAY 2:
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THE KEY CHALLENGE IN LEADING AND MANAGING HUMAN RESOURCES
Previously, in the essay 1, we discuss about the different challenges for assembling and leading human resources. We concluded that leadership and Human Resource Management (HRM) were bounded and needed as skill each other. In every leadership styles, the leader is a masterpiece of the game but could not be considered apart from human resource. A leader couldn’t lead alone; he needs human resource for that, while human resource needs leader to manage them. According to Michael Beer, “Human resource management (HRM) involves all management decisions and actions that affect the nature of the relationship between the organization and employees – its human resources” (1984, p.1). However, we can assume that nowadays, human resource management is embedded in a global economical, political and sociocultural context (Janssens and Steyaert, 2009, p.146). In brief: context maters. This statement leads us to a major question: is there a key way to lead and manage human resource? Or is it only based on an adaptation to the context of the organization?
The leader main goal is to get results. Leaders need to understand human resources, and fit to the organization’s environment, culture and situation. As a matter of fact, leaders are considered as flawless people at the top, able to make sense of complex issues, who have a clear vision of the future and of their plan and strategy…but they are not (In praise of the incomplete leader, Deborah Ancona, Thomas W. Malone, Wanda J. Orlikwski, Peter M. Senge). In this article, the authors detail a model of distributed leadership in a set of four capabilities: sensemaking, relating, visioning, and inventing. In spite of the general thinking, no leader could handle all these capabilities at once. Indeed, it is only when leaders come to see themselves as incomplete
ESSAY 2:
-------------------------------------------------
THE KEY CHALLENGE IN LEADING AND MANAGING HUMAN RESOURCES
Previously, in the essay 1, we discuss about the different challenges for assembling and leading human resources. We concluded that leadership and Human Resource Management (HRM) were bounded and needed as skill each other. In every leadership styles, the leader is a masterpiece of the game but could not be considered apart from human resource. A leader couldn’t lead alone; he needs human resource for that, while human resource needs leader to manage them. According to Michael Beer, “Human resource management (HRM) involves all management decisions and actions that affect the nature of the relationship between the organization and employees – its human resources” (1984, p.1). However, we can assume that nowadays, human resource management is embedded in a global economical, political and sociocultural context (Janssens and Steyaert, 2009, p.146). In brief: context maters. This statement leads us to a major question: is there a key way to lead and manage human resource? Or is it only based on an adaptation to the context of the organization?
The leader main goal is to get results. Leaders need to understand human resources, and fit to the organization’s environment, culture and situation. As a matter of fact, leaders are considered as flawless people at the top, able to make sense of complex issues, who have a clear vision of the future and of their plan and strategy…but they are not (In praise of the incomplete leader, Deborah Ancona, Thomas W. Malone, Wanda J. Orlikwski, Peter M. Senge). In this article, the authors detail a model of distributed leadership in a set of four capabilities: sensemaking, relating, visioning, and inventing. In spite of the general thinking, no leader could handle all these capabilities at once. Indeed, it is only when leaders come to see themselves as incomplete