KHUNG NĂNG LỰC ỨNG DỤNG SHRM

SHRM Body of Applied Skills And Knowledge (SHRM

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LEADERSHIP &
NAVIGATION
[BEHAVIORAL COMPETENCIES – LEADERSHIP CLUSTER]
 LEADERSHIP & NAVIGATION

LEADERSHIP
NAVIGATING THE
ORGANIZATION
INFLUENCING

MOTIVATION THEORIES
 THE DEFINITION OF LEADERSHIP & NAVIGATION

Leadership & Navigation is defined as the

knowledge, skills, abilities and other characteristics
(KSAOs) needed to:
- Create a compelling vision and mission for HR
that aligns with the strategic direction and
culture of the organization,
- Accomplish HR and organizational goals,
- Lead and promote organizational change,
- Navigate the organization,
- And manage the implementation and execution
of HR initiatives.
 LEADERSHIP ?
In a group environment, leadership is generally
characterized as a social (interpersonal) impact link
between two or more people who rely on one other to
achieve common goals.

By focusing on the group’s maintenance requirements

(the need for people to be accepted and strive to work
together) and task needs (the need for the team to
manage advancement toward achieving the goal that led
to the formation of the group), strong leadership helps
individuals and organizations accomplish their goals.
 TYPES OF LEADERS IN ORGANIZATIONS

FORMAL INFORMAL
• Is a person who is • On the other hand,
acknowledged as the Informal leader are not
chosen by an organization.
group’s official leader
Such as Athletic teams
by those outside the frequently feature
group. unofficial leaders – who
have significant influence
over team members.
 HERSEY & BLANCHARD

SITUATIONAL LEADERSHIP
The qualities, attributes and talents required in
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a leader are dictated to a significant measure by
the demands of the circumstances in which
individuals are expected to perform as leaders.

01 DIRECTING
02 COACHING
03 SUPPORTING
04 DELEGATING
 SITUATIONAL LEADERSHIP

DIRECTING – ĐỊNH HƯỚNG:

Directing is the most fundamental level of leadership style in the
Situational Leadership Theory model. This is a leader-driven stage.
Almost all new employees require a more direct leadership style. With
little or no experience in their new positions, these individuals are
marked by poor competence and intense commitment, reluctance to
cooperate, and potential feelings of discomfort during the formative
stage.
As leaders, we must focus on tasks than an immediate report’s
relationship because that relationship does not exist yet.
 SITUATIONAL LEADERSHIP

COACHING – HUẤN LUYỆN:

Coaching is for individuals who have enhanced their dedication as well as
their competence. Individuals are not completely sure about their
abilities yet, but they are improving.
Leader must still concentrate on tasks, which can take a significant
amount of time. But their attention can now shift to the growing
relationship with employess, drawing on the trust that has already been
established and the support that has been displayed. Again, leaders
must devote significant time to listening and providing guidance to their
followers.
 SITUATIONAL LEADERSHIP

SUPPORTING - HỖ TRỢ:
Supporting is for employees who have become proficient at their
profesions but are still inconsistent and not entirely dedicated. They have
advanced to a higher level of competence but are still unsure of their
abilities or are not entirely devoted to doing their best and excelling.
Leaders must encourge such individuals. While explicit directions or
frequent follow-ups are no longer necessary, leaders must continue to
check in to ensure that tasks are being completed to the required
standards.
 SITUATIONAL LEADERSHIP

DELEGATING – TRAO QUYỀN:

Delegating is the end of objective: to develop employees who feel fully
energized and are capable of taking the ball and running with it with
minimum monitoring. Such employees are extremely capable, dedicated,
driven, and empowered.
As a leader, you may delegate duties to such trusted employees with
minimum follow-up, confident that acceptable, if not great, results will be
delivered on time. Although continuing praise for great achievements
must be provided as neccessary, there is no longer need to applaud
individuals for every completed assignment at this stage.
 LEADERSHIP PATH-GOAL ROBERT HOUSE
The expectation theory of motivation is the foundation of
Robert House’s path-goal theory of leadeship. The
expectation theory of motivation suggests that employee
are driven when they believe that their efforts will results in Click icon to add pic
a great outcome, their sincere efforts will be recognized, or
the rewards they will receive will be useful to them.
A leader’s primary responsibility is to ensure that all three
of these conditions are met.
As a result, leaders produce contented and high-performing
employees by ensuring that employee efforts lead to
satisfaction and performance is rewarded with the desired
benefits.
01 DIRECTIVE
02 SUPPORTIVE
03 PARTICIPATIVE
04 ACHIEVEMENT ORIENTED
 PATH-GOAL LEADERSHIP

DIRECTIVE – CHỈ ĐẠO:

Leaders that are directive give explicit instructions to their subordinates. They guide
employees by explaining role requirements, establishing schedules, and ensuring
that staff are aware of their responsibilities on any given workday. When employees
face role obscurity on the job, the path-goal theory suggests that the directive
leadership style functions well.
If people are ensure how to complish their tasks, giving them explicit guidelines will
encourage them to start working. On the other hand, giving employees directions is
ineffective if they already know their roles and are performing monotonous,
repetitive, and highly regimented tasks. In fact, it could harm them by fostering a
more confining atmosphere.
 PATH-GOAL LEADERSHIP

SUPPORTIVE – HỖ TRỢ:
Employees receive emotional support from supportive bosses. These bosses
treat their employees well, show that they care about them personally, and encourage
them.
When employees are under a lot of stress or have to do monotonous, repetitive jobs,
compassionate leadership is more effective. Supportive leadership may also be more
effective when people know exactly how to perform their responsibilities but find them
disagreeable.
 PATH-GOAL LEADERSHIP

PARTICIPATIVE:
Participative leadership is a means of indirectly directing strategic choices for workers
with a high internal locus of control (those who believe they influence their own fate),
which is likely to be valued. When employees have high skill levels and the choices they
make in the workplace are personally important, participate leadership maybe more
successful.
 PATH-GOAL LEADERSHIP

ACHIEVEMENT ORIENTED – MỤC TIÊU ĐỊNH HƯỚNG:

Leader who are achievement oriented set goals for their personnel and encourage them
to achieve these goals. Employees are challenged by their leaders manner, which
focuses their minds on work-related goals. When employees have both elevated
amounts of talents and high motivation levels, this method is very likely to be successful.
 PATH-GOAL LEADERSHIP
TRANSFORMATIVE VS. TRANSACTIONAL

• Transformational leader • On the other hand,

align their goals with those transactional leaders
of employees. As a result, guarantee that employees
workers who work with will exhibit appropriate
transformational leaders behaviors and deliver
begin to focus on the resources in exchange for
company’s success rather their benefits.
than personal success.
 PATH-GOAL LEADERSHIP
TRANSFORMATIVE VS. TRANSACTIONAL

• Transformational leader • Transactional leaders

have 4 tools at their employ three different
disposal to influence strategies to change
employees and build and inspire their
dedication to the organizations.
company’s objectives:
 PATH-GOAL LEADERSHIP
TRANSFORMATIVE VS. TRANSACTIONAL

 Charisma: this refers to a leader’s  Employees are rewarded based on their

ability to inspire trust and dedication achievements, known as contingent
in employees. rewards.

 Vision: Transformational leaders have  Active management allows employees

a vision that inspires others. to executive their jobs without
intervention while also anticipating
 Intellectual stimulation: This potential issues and avoiding them.
involves challenging corporate
 Passive management involves a
standards and the status quo and
manager who waits until something bad
encouraging people to think
happens before intervening.
imaginatively and work harder.
 Individualized consideration: This
involved leaders showing personal
respect and compassion for their
 PARTICIPATIVE LEADERSHIP
Participative leadership is a style of leadership in which all members
of the organization work together to make decisions. Participative
leadership is also known as democratic leadership, as management
teams encourage all employees to participate. For example, if a
company executive is a participative leader, they hope to involve all
members of an organization to help make decisions. Participative
leadership can be most successful in organizations or companies
that have defined roles requiring little management or oversight, like
universities, technology companies or construction firms.

Consensus participative
01 leadership
Collective participative
02 leadership
Democratic participative
03 leadership
Autocratic participative
04 leadership
 PARTICIPATIVE LEADERSHIP

CONSENSUS PARTICIPATIVE LEADERSHIP

In consensus participative leadership, the leader does not have

additional power over other group members and works exclusively as
a facilitator. To reach a decision, all members of the organization must
agree. This means that the goal or decision might have amendments
or negotiations until all parties can agree. Companies often use
individual votes to make decisions.
 PARTICIPATIVE LEADERSHIP

COLLECTIVE PARTICIPATIVE LEADERSHIP

In collective participative leadership, all responsibility falls equally on

the group. The leader will help facilitate, but all group members are
responsible for the process and outcome. The majority of the group
must agree to proceed with a decision. Employees work together to
decide on changes before establishing new processes or policies.
 PARTICIPATIVE LEADERSHIP

DEMOCRATIC PARTICIPATIVE LEADERSHIP

In democratic participative leadership, the leader has more power

than the group. The group provides ideas and suggestions, and
voting may occur on the outcome, but the leader has the final
decision on what action to take. Leaders may gather information
through surveys or interviews and decide what changes an
organization might make.
 PARTICIPATIVE LEADERSHIP

AUTOCRATIC PARTICIPATIVE LEADERSHIP

Autocratic participative leadership is similar to democratic

participative leadership, but the leader holds even more power than a
democratic style. There is less precedence on the group's ideas and
more on the leader. Even if employees provide unique inputs, the
leader can still override opinions with their own decisions.
 PARTICIPATIVE LEADERSHIP

ADVANTAGES AND DISADVANTAGES

 Increase engagement  Slower decision-making
 Boost morale  Potential pressures
 Foster collaboration  Increased costs
 Encourage independence  Lack of knowledge
 INCLUSIVE LEADERSHIP
The capacity to manage and lead a
heterogeneous group of people efficiently,
while respecting their uniqueness in an
empathetic, bias-free way. It’s an authentic
leadership style that rules out discrimination,
bias and favor based.
What are the top qualities of inclusive leaders?
1. They’re loyal ambassadors of diversity and inclusion – they never
miss a chance to spread the word of D&I significance at work.
2. They accept that they’re vulnerable and show it.
3. They combat old-fashioned paternalistic leadership styles.
4. They’re aware of their own biases and challenge their habitual
patterns.
5. They’re excellent communicators – i.e. they’re curious and great
listeners.
6. They understand and adapt to various cultural norms.
7. They’re team players, eager to help and do what’s best for the team.
 LEADER-MEMBER EXCHANGE THEORY

The Leader-Member Exchange Theory first

emerged in the 1970s. It focuses on the
relationship that develops between managers
and members of their teams.

The theory states that all relationships

between managers and subordinates go
through three stages. These are:
1.Role-Taking.
2.Role-Making.
3."Routinization."
 LEADER-MEMBER EXCHANGE THEORY

Stages:

1. Role-Taking:

Role-taking occurs when team members first join the group. Managers
use this time to assess new members' skills and abilities.
 LEADER-MEMBER EXCHANGE THEORY
Stages:
2. Role-Making:
New team members then begin to work on projects and tasks as part of the team. In
this stage, managers generally expect that new team members will work hard, be
loyal and prove trustworthy as they get used to their new role.
The theory says that, during this stage, managers sort new team members (often
subconsciously) into one of two groups:
• In-Group: if team members prove themselves loyal, trustworthy and skilled,
they're put into the In-Group. This group is made up of the team members that the
manager trusts the most. Managers give this group most of their attention,
providing challenging and interesting work, and offering opportunities for
additional training and advancement. This group also gets more one-to-one time
with the manager. Often, people in this group have a similar personality and work-
ethic to their manager.

• Out-Group: if team members betray the trust of the manager, or prove that
they're unmotivated or incompetent, they're put into the Out-Group. This group's
work is often restricted and unchallenging. Out-Group members tend to have less
access to the manager, and often don't receive opportunities for growth or
advancement.
 LEADER-MEMBER EXCHANGE THEORY
Stages:
3. Routinization:
During this last phase, routines between team members and their managers are established.
In-Group team members work hard to maintain the good opinion of their managers, by showing
trust, respect, empathy, patience, and persistence.
Out-Group members may start to dislike or distrust their managers. Because it's so hard to move
out of the Out-Group once the perception has been established, Out-Group members may have to
change departments or organizations in order to "start over."
Once team members have been classified, even subconsciously, as In-Group or Out-Group, that
classification affects how their managers relate to them from then on, and it can become self-
fulfillling.
For instance, In-Group team members are often seen as rising stars and the manager trusts them
to work and perform at a high level. This is also the group that the manager talks to most, offering
support and advice, and they're given the best opportunities to test their skills and grow. So, of
course, they're more likely to develop in their roles.
This also holds true for the Out-Group. The manager spends little, if any, time trying to support and
develop this group. They receive few challenging assignments or opportunities for training and
advancement. And, because they're never tested, they have little chance to change the manager's
opinion
 SERVANT LEADERSHIP

Servant leadership is a leadership

philosophy built on the belief that the most
effective leaders strive to serve others,
rather than accrue power or take control.
The aforementioned others can include
customers, partners, fellow employees
and the community at large.
SERVANT LEADERSHIP
 TRAIT THEORY
The trait theory of leadership is a concept
based on the practice of discovering
specific personality traits and
characteristics proven to lead to
successful leadership in a wide variety of
contexts. It is one of the oldest methods of
increasing the effectiveness of leadership
and is based on the
“great man theory of leadership" that was
first introduced by Thomas Carlyle in the
19th century
 TRAIT LEADERSHIP CHARACTERISTICS
 Emotional stability.
 Willingness to accept responsibility.
 Action-oriented thinking.
 Competence in completing tasks.
 Understanding the challenges that their subordinates are faced
with.
 Communication and charisma.
 Ambition and need for success.
 Motivational skills.
 Courage and resilience.
 Perseverance.
 Moral standing.
 Confident decision-making.
 Adaptability.
 CONTINGENCY THEORY – THUYẾT DỰ PHÒNG
The contingency theory of leadership supposes that a leader’s
effectiveness is contingent on whether or not their leadership style
suits a particular situation. According to this theory, an individual
can be an effective leader in one circumstance and an ineffective
leader in another one. To maximize your likelihood of being a
productive leader, this theory posits that you should be able to
examine each situation and decide if your leadership style is going
to be effective or not. In most cases, this requires you to be self-
aware, objective and adaptable.
NAVIGATING THE ORGANIZATION ?
Works within the parameters of the organization’s
hierarchy, processes, systems and policies.
 NAVIGATING THE ORGANIZATION

PROFICIENCY INDICATORS FOR ALL HR

PROFESSIONALS
 Demonstrates an understanding of formal and informal work
roles, leader goals and interests, and relationships among
employees and executives.
 Facilitates communication and decision-making necessary to
implement initiatives.
 Uses awareness and understanding of the organization’s political
environment and culture to implement HR initiatives.
 Uses an understanding of the organization’s structure, processes,
systems and policies to facilitate the successful implementation
of HR initiatives.
 LEADERSHIP AND NAVIGATION
LEADERSHIP AND NAVIGATION BEHAVIORS
 Exhibits behaviors consistent with and conforming to organizational culture.
 Fosters collaboration.
 Understands the most effective and efficient way to accomplish tasks within
the parameters of organizational hierarchy, processes, systems and policies.
 Develops solutions to overcome potential obstacles to successful
implementation of initiatives.
 Demonstrates agility (nhanh nhẹn) and expertise when leading organizational
initiatives or when supporting the initiatives of others.
 Sets the vision for HR initiatives and builds buy-in from internal and external
stakeholders.
 Leads the organization through adversity with resilience and tenacity (vượt
qua nghịch cảnh bằng sự kiên cường và bền bỉ).
 Promotes consensus among organizational stakeholders (e.g., employees,
business unit leaders, informal leaders) when proposing new initiatives.
 Serves as a transformational leader for the organization by leading change.
 LEADERSHIP AND NAVIGATION
WAYS TO DEVELOP LEADERSHIP AND NAVIGATION SKILLS
 Become a mentor.
 Seek opportunities to be a role model for colleagues.
 Set a meeting to discuss your goals with top-level managers.
 Take initiative to discuss your ideas, beliefs and opinions in meetings.
 Create an individual development plan, and work toward completing the
appropriate learning experiences, including attending company training.
 Seek out opportunities to create new action plans based on aspirations for the
future of the organization.
 Volunteer to lead a project or take on additional responsibilities, even if you feel
they will be a challenge. Try innovative approaches to reach objectives.
 Take the initiative to share your expertise on a particular topic.
 Assist in the creation and organization of a project team to highlight the strengths
of its members. Join a leadership board or committee.
 Improve your self-awareness by recognizing your moods and emotions, and their
impact on those around you.
 LEADERSHIP AND NAVIGATION
INFLUENCING
Inspires colleagues to understand and pursue the strategic vision and
goals of HR and the organization.

PROFICIENCY INDICATORS FOR ALL HR PROFESSIONALS

 Builds credibility (uy tín) as an HR expert within and outside of the organization.
 Promotes buy-in among organizational stakeholders for HR initiatives.
 Motivates HR staff and other stakeholders to support HR’s vision and goals.
 Serves as an advocate (người biện hộ) for the organization or employees to
advance the organization’s strategic direction and goals.
 Shares opinions about important issues, regardless of risk or discouragement
from others.
LEADERSHIP AND NAVIGATION

HOW DOES INFLUENCE WORK?

Rational Approach

Personal Appeal
Forming
Coalitions
 HOW DOES INFLUENCE WORKS

Rational Approach

• The use of facts, evidence, and logical arguments to

persuade people that your point of view is the best
option is termed rational persuasion. This is the
most widely used influencing technique. Presenting
actual facts that are clear, explicit, relevant, and
timely is an important part of effective logical
persuasion.
 HOW DOES INFLUENCE WORKS

Personal Appeal

• Personal appeal require rapport and communication

between a leader and the people who are being
persuaded. The leader asks for a special favor with a
personal appeal, such as carrying out a request or
supporting a plan out of respect before revealing what it is.
• Charm and physical attractiveness play a big role in how
personally appealing someone is.
 HOW DOES INFLUENCE WORKS

Forming Coalitions

• Coalition tactics relate to a group of people

working together to achieve a single goal. Unions
that threaten to strike if their expectations are not
met are a prevalent example of internal coalitions.
 MOTIVATION THEORIES

GOAL-SET THEORY

EXPECTANCY THEORY

ATTRIBUTION THEORY

SELF-DERTERMINATON THEORY
 GOAL – SET THEORY EDWINK
• According to goal-set theory, people will perform much better
LOCKER
at work if they have demanding, defined, and agreed-upon
performance goals or targets.
• Goal-set theory’s first and most basic tenet is that people try to
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achieve the objectives they set for themselves. People who
have goals are more driven. Because they are personally
invested, their motivation is more intense and they have a
more focused approach.
• The second fundamental principle of goal-set theory is that
challenge goals produce greater results than easy goals. This is
not to say that challenge goals are always accomplished, but
• people
In addition
tendto torecognize
do better awhen
goal,they
goal-set theory
set out suggests
to do that
something
people. must also adhere to that goal. The degree to which
harder
people devote themselves to achieving a goal is referred to as
goal commitment. Setting priorities is an important part of goal
commitment.
• When people are permitted to engage the goal-setting process,
they are more likely to stick to their goals. This relates to the
concept of ownership. People who participate in the process
are more likely to include characteristics that they believe will
make the goal more intriguing, challenging, and reachable. As
a result, it is a good idea to include people in the goal-setting
process. This is because when you impose (áp đặt) goals on
people from outside, you usually get less commitment.
 EDWINK
EXPECTANCY THEORY LOCKER
Expectancy theory argues that people
choose the more appealing goal when
presented with two or more options.
Furthermore, the more appealing the
chosen alternative is, the more motivated
people will be to pursue it. People are
motivated to maximize desirable results
( a boost in salary) while minimizing
undesirable consequences ( a pay cut).

According to expectancy theory, people

are also rational in their decisions
concerning alternatives. They choose the
option with the highest benefits and
fewest drawbacks.
 FRITZ HEIDER
ATTRIBUTION THEORY
Attribution theory describes the
cognitive process through which
people perceive the reasons and
causes for their actions. Attribution
theory is defined as “the process by
which a person perceived events as
being generated by a specific
component of a generally stable
environment.
 SELF-DETERMINATION THEORY RICHARD & EDWARD
- The goal of self-determination theory
(SDT) explains not just what motivates
people but also how extrinsic reward
influence intrinsic motivation. In SDT,
extrinsic motivation refers to doing
something for the sake of achieving the
desired result, whereas intrinsic
motivation refers to doing something for
the sake of the activity itself.
- When an activity is intrinsically
motivating, SDT determines whether or
not it is inherently motivating. Numerous
studies have shown that jobs are
inherently motivating when they meet at
least one of the three higher-order needs:
 THANK YOU FOR
LISTENING

Ref: - SHRM Back Book

- Newstone HR Test Prep
Team’s book
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- SHRM – PACE VN