Leadership in Organization- Akeem Gbadamosi

Leadership focuses on the most important resource, people. It is the process of developing and communicating a vision for the future, motivating people and gaining their commitment and engagement. Leadership is an act to influence people towards a pre-determined goal. Since organizations success hinges on the quality of leaders. Leadership is a concept that many people have written about but few have defined. 

Gbadamosi and Adebakin (1996) hold the view that a leader is one who inspires others to work willing towards the achievement of a goal through maximum application of his personal capabilities and qualities. In other words, people said to be leaders to the extent that they succeed in their attempt to influence other. In doing so, the leader is expected to have some basic attributes such as skill, intelligence, determination, imagination, endurance, and courage to be able to lead effectively.

This means that leadership is the process of influencing the activities of an individual or a group in their efforts towards the accomplishment of goals and objectives of the organization. From the above definitions, one can summarize that leadership involves social influence and interaction between the leader and the subordinates, the aim of which is to achieve a stated goal.

Leadership is both research area and a practical skill encompassing the ability of an individual or organization to lead or guide other individual, teams, or entire organizations. Leadership is one of the most frequently investigated topics within the field of Organizational Behaviour (OB) due to its importance to all organizations. 

What is Leadership?

Before defining leadership it would be appropriate to define “who is a leader? Leader is the person takes a shot in the organization. Disagreement about the definition of leadership stems from the fact that it involves a complex interaction among the leader, the followers, and the situation. For example, some researchers define leadership in terms of personality and physical traits, while others believe leadership is represented by the set of prescribed behaviours. In contrast, other researchers define leadership in terms of power relationship between leaders and followers. According to this perspective, leaders use their power to influence followers behaviour. Leadership also can be seen as an instrument of goal achievement. In other words, leaders are individuals who help others accomplish their goals. Still others view leadership from a skills perspective. 

According to Robert Kreitner and Angelo Kinicki in their book, Organizational Behaviour (Mc Graw-Hill International Edition) they said there are four commonalities among the many definitions of leadership:

Leadership is a process between a leader and followers,

Leadership involve social influence,

Leadership occurs at multiple level in an organization (at the individual level, for example, leadership involve mentoring, coaching, inspiring, and motivating; leaders also build teams, generate change at the organization level), and

Leadership focuses on goal accomplishment. 

Based on these commonalities, leadership is defined as a process whereby an individual influences a group of individuals to achieve a common goal.

Are there any similarities and differences between leading and managing?

To be continuing

Akeem Gbadamosi, M.Sc Industrial Relations and Human Resource Management

Associate Partner, First-Goldmine Consulting.

​Succession Plan: Can your Employee succeed You?

“I wish I had a crystal ball.
The above assertion is from George. George, who runs one of the worlds largest health care companies, was having a similar thought. Although the company had achieved renown through spectacular mergers and great products, it lacked the high-potential managers required to move to the next level. Frankly, Im not as concerned about the next 24 months, he confided to his senior team. Its who has the potential beyond that which really concerns me. I wonder how our brightest team leaders and our best product managers will fare when theyre running the new companies we inevitably will have to create. I wish I had a crystal ball.

Succession plan is about Talent management. 

What is then Talent Management?

Talent management is clearly critical to an organization, but its value is difficult to understand without an explanation of what it entails and how it can aid organizations.

To Brad Mandecina and Aaron Soltz in their Summer 2016 publication titled Talent Management: Recruiting and Retaining Top Talent through Technology defines Talent management is a set of cohesive processes and organizational philosophies designed to attract, develop, retain, and motivate employees. Talent management aims to create a high-performance organization that meets operational goals and objectives, has a cohesive culture, and fosters employee development and growth to positively impact the company.

According to Lance A. Berger and Dorothy R. Berger in their book, The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People. They posited the primary responsibility for future human resources professionals will become talent management. This area, in addition to the traditional staffing concerns, may also incorporate specific functions such as compensation, benefits, work-life programs, addressing performance issues, and providing continuous training. 

Finding talented business leaders is a growing challenge for todays organizations. In the past, where structures, strategies, and even markets were relatively static, leadership was less complex. One model for leadership was all most organizations needed. Those who fit the model were groomed over timein the days when employees stayed with one organization for their entire career, they werent going anywhere elseand eventually were moved into leadership roles.

Murray M. Dalziel, Ph.D, in his chapter contribution titled: Determining Every Employees Potential for Growth in The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People. Murray identified 3 attributes in recognizing crystal clear leaders. They are:

1. How a person thinks 

2. How a person works with other people

3. How resilient a person is.

To be continue.

Rotn. TM. Akeem Gbadamosi

M.Sc Industrial Relations and Human Resource Management

​Organizational Learning- Akeem Gbadamosi

Are you a single or double loop learner?

Did your organization pay lip-service to organizational learning?
Is organization learning the same as learning organization?

It is not an easy task to find a universally definition of learning that encompasses and satisfies everyone. For the purpose of this article, learning will be defined based on some scholars views on the concept. 

According to G.A Cole, Learning is a complex process of acquiring knowledge, understanding, skills and values in order to be able to adapt to the environment.

To Michael Armstrong, Learning is the means by which a person acquires and develops new knowledge, skills, capabilities, behaviours and attitudes. A fundamental feature of learning is that it is acquired. How learning is acquired depends on three main factors:

Innate qualities of learner (e.g intelligence).

Skills of the teacher.

Conditions in which learning takes places.

The concept of organizational learning recognizes that the way in which this takes place is affected by the context of the organization and its culture. Organization learning is characterized as an intricate three-stage process consisting of knowledge acquisition, dissemination and shared implementation.

Most companies not only have tremendous difficulty addressing this learning dilemma; they arent even aware that it exists. The reason: they tend to make two mistakes in their efforts to be learning organization.

Chris Argyris discussed the two mistakes made by organization in his Harvard Business Review titled: Teaching Smart People How to Learn. First of the mistake, most people define learning too narrowly as mere problem solving so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employeees  must look inward. They need to reflect critically on their own behavioural, identify the ways they often inadvertently contribute to the organizations problem, and then change how they act. In particular, they must learn how the very way they go about defining an solving problem can be a source of problem in its right.

Chris coined the term single loop and double loop learning to capture this crucial distinction.

 To be continue

Rotn.TM. Akeem Gbadamosi

M.Sc Industrial Relations and Human Resource Management

​Performance Management in the Workplace-Akeem Gbadamosi

Quote: In the New Economy, winning will spring from a organizational capabilities such as speed, responsiveness, agility, learning capacity, and employee competence. Successful organizations will be those that are able to quickly turn strategy into action, to manage processes intelligently and efficiently, to maximize employees contribution and commitment, and to create the conditions for seamless change- David Ulrich.

The following are outcomes from a consulting firms ongoing study of more than 500 managers since 1993 led to this recent conclusion:

Only one out of 100 managers provides every direct report with there five basics every day:

Performance requirement and standard operating procedure related to tasks and responsibilities.

Defined parameters measurable goals and concrete deadlines for all work assignment for which the direct report will be held accountable.

Accurate monitoring, evaluation, and documentation of workplace performance. Specific feedback on work performance with guidance for improvement.Fairly distributed rewards and detriments.

The above indices are telling us about performance management. The researchers call this situation Under-management. But the popular term those days for doing things the right way is performance management.

According to CIPD (Chartered Institute of Personnel Development) traced the evolution of performance management to early 1990s from a heavy bureaucratized procedures focused on objective-setting or merit rating to a more reaching and inclusive, integrated with other related practices such as career management.

Performance management in an organization wide system whereby managers integrate the activities of goal setting, monitoring and evaluating, providing feedback and coaching, and rewarding employees on a continuous basis. 

According to HRM philosophy, employees are an important business resource that must be managed carefully on order to maximize return on investment and achieve business objectives. 

In recent years, performance management and performance appraisal have become key features of an organization’s drive towards achieving high performance and thus competitive advantage. 

Andre A. De Waal kn his book, Power of Performance Management: How Leading Companies creates Sustained Value defined Performance management as the process that enable an organization to deliver a predictable contribution to sustained value creation. 

According to Armstrong and Baron defined Performance Management: as a strategic and integrated approach of delivering sustained success to organizations by improving the performance of the people who work in them and by developing the capabilities of team and individual contributions. 

Performance management is said to be integrative because it align corporate, team, and individual’s objective ( vertical integration) and links various human resource management activities, such as organization development, people skills/ competence development and rewards management ( horizontal integration). The process also align with the functional strategies of the various parts of the organization.

 To Micheal Armstrong, performance management strategy is based on the resource-based voew that it is the strategic of the organization’s rare, hard to imitate and hard to substitute human resource that produces its unique character and create competitive advantage.  The strategic goal will be to create firms which are more intelligent and flexible than their competitors’ by developing more talented staff and extending their skill base, this is exactly what performance management aims to do. 

The following are 10 principles of performance management as stated by practitioners after the extensive research conducted by the CIPD ( Armstrong and Baron,) viz:

1) ‘ A management tool which helps managers to manage’

2) ‘ Driven by corporate purpose and value’

3) ‘ To obtain solution that works’

4) ‘ Only interested in things you can do something about and get a visible improvement’

5) ‘ Focus on changing behaviour rather than paperwork’

6) ‘ Its about how we manage people- it’s not a system.’

7) ‘ Performance management is what managers do: a natural process of management’

8) ‘ Based on accepted principle but operate flexibility’

9) ‘ Focus on development not pay’

10) ‘ Success depends on what the organization is and need to be its performance culture. 

Akeem Gbadamosi, M.Sc Industrial Relations and Human Resource Management. 

Human Resource Functions- Akeem Gbadamosi

The Human Resource Function defined by Richard G. Renckly in his book titled Human Resources that the primary function of the human resource (HR) is-
To essentially establish, develop, maintain, and communicate personnel policies to the entire company and 

To represent, help, and advise, and consult with the employees of the organization.

At the same time, the human resources staff members must be never forgot that they are to represent first, last, and always, the best interests of their employersthe top management of the corporation. While on the surface it may seem to be conflict to claim it represents both the employee and employer equally well and at the same time, the HR staff must, nonetheless, acquire this highly complex and technical skill. It is the hallmark of the well-run and more qualified human resources department.

According to Lloyd L. Byansi Ph.D and Leslie W. Rue Ph.D (2008), Human Resource function refers to those tasks and duties performed in of large and small organization to provide for and coordinate human resources. Human resource function encompass a variety of activities that significantly influence all areas of an organization.

The Society for Human Resource management (SHRM) has identified six managerial functions of Human Resource Management (HRM):

* HR Planning, Recruitment,and Selection

* HR Development

* Compensation and Benefits

* Safety and Health

* Employee and Labour Relations

* HR Research

To be continued…

Akeem Gbadamosi,

COO, HR Consulting Nigeria

http://www.hrconsultingnigeria.wordpress.com

​Work-Life Balance- Akeem Gbadamosi

People around us are trying their best to work a career,run a house, be a decent family member, participate in their community,  and simply find more time to just live.  All this,  while trying not to feel guilty about what they feel they should be doing, instead of what they doing. 
Do you experienced this conflicting role (s) in your daily life?

Are you looking for ways to gain work/life balance?

If you answered, yes; this article may be the “missing link” you have been looking for.

The failure to achieve real work/life balance means that you personal life can suffer, affecting your physical, emotional, and mental health.  The huge increases in illness such as chronic backache, clinical depression,  heart disease,  blood pressure,  type 2 diabetes,  and obesity indicate that the current work/ life balance is a way out of whack. 

What is the meaning of work/life balance?

Diversity in the Workplace- Akeem Gbadamosi

To a large extent, demographic changes and globalization are rendering most the motives that droves equal employment legislation.  In other words, employers now have little choice but to willing push for more diversity. 
What is then diversity? 

According to Gary Desser in his book, Human Resource Management, Diversity refers to the variety or multiplicity of demographic features that characterize a company’s workforce, particularly in terms of race, sex, culture, national origin, handicap, age, and religion. 

Furthermore, globalization requires employers to hire minority members with the cultural and language skills to deal with customers abroad. 

The Wall Street Journal simply put it: “As companies do more and more business around the world, diversity isn’t simply a meter of doing what is fair or good public relations.  It’s a business imperative. 

Like seashells on a beach, people come in a variety of shapes, sizes, and colour. This variety represents the essence of diversity. Lee Gardenwartz and Anita Rowe, a team of diversity experts, identified four layers of diversity (Personality, Internal Dimensions, External Dimensions, and Organizational Dimensions) to help distinguish the important ways in which people differ. Taken together, these layers define and influence how each of us see the world.

The IBM example highlights two key reasons why it is important for managers to effectively manage diversity. Effectively managing diversity is not only a good thing to do it order to attract and retain the most talented employees, but it makes good business sense. Unfortunately, however, some organizations are missing the mark when it comes to managing diversity, and the result can be costly lawsuits. Unfortunately, everyone knows that having workforce diversity doesnt necessarily mean having a smoothly functioning cadre of employees. Intuitively at least, most would assume that diversity provide at least the potential for argument and conflict.

Managing diversity is a sensitive, potentially volatile, and sometime uncomfortable issue. Yet managers are required to deal with it in the name of organizational survival.

Will workplace diversity cause problems for your company?