“HR-Minded” Leadership: Five Critical Areas of Focus for Contemporary Organizational Leaders Quatro (2005) Contemporary leaders must focus on strategic importance of holistically engaging and leveraging human resources 5 Critical Leadership Practices Developing a compelling strategic vision Designing engaging jobs Instilling a sound organizational conscience Leveraging organizational knowledge Building change capacity

“HR-Minded” Leadership: Five Critical Areas of Focus for Contemporary Organizational Leaders Quatro (2005) Compelling strategic vision All leaders have accountability for development and stewardship of strategic vision Vision must be oriented toward the achievement of an enterprise-wide objective

“HR-Minded” Leadership: Five Critical Areas of Focus for Contemporary Organizational Leaders Quatro (2005) Compelling strategic vision SMART evaluation of vision Specificity Measurability Attainability Relevancy Time sensitivity

“HR-Minded” Leadership: Five Critical Areas of Focus for Contemporary Organizational Leaders Quatro (2005) Engaging Jobs Effective job design plays a critical role in overall leadership effectiveness Holistic engagement makes any job motivating In a services-based firm, the employee is the “product” – more engaged and motivated the employee, the higher the service quality

“HR-Minded” Leadership: Five Critical Areas of Focus for Contemporary Organizational Leaders Quatro (2005) Sound organizational conscience Organizational culture and surrounding infrastructure must reinforce morally and spiritually sound business activities Sound conscience includes leader enthusiastically embracing contemporary spirituality in the workplace movement

“HR-Minded” Leadership: Five Critical Areas of Focus for Contemporary Organizational Leaders Quatro (2005) Organizational knowledge Critical asset in evolved economy Primary challenge is not simply to foster ongoing organizational learning, but to understand how to leverage the increasing knowledge base of the organization

“HR-Minded” Leadership: Five Critical Areas of Focus for Contemporary Organizational Leaders Quatro (2005) Organizational knowledge 3 infrastructure components enable leaders to measure and reward individual employee learning, foster team learning, and codify increased knowledge associated with learning Learning-centric performance management Cross-functional and cross-divisional team structures Shared corporate knowledge bank

“HR-Minded” Leadership: Five Critical Areas of Focus for Contemporary Organizational Leaders Quatro (2005) Change capacity Knowing the difference between “what” and “how” – not just “what” needs to change, but how to effectively implement change Avoiding change for change’s sake

“HR-Minded” Leadership: Five Critical Areas of Focus for Contemporary Organizational Leaders Quatro (2005) One positive outcome from embracing HR-style leadership is ability to better anticipate and effectively handle those inevitable situations when employees fail to perform up to expectations

Worldview and Global Leadership Visser (2005) Worldviews are perceptual frameworks for seeing and understanding the self and the environment, guides used to determine how things out to be and how people should conduct themselves Effective country leaders need the right kind of values and worldviews that address structural questions related to morality, equity, and justice

Worldview and Global Leadership Visser (2005) To spur real and sustainable progress, leaders must understand 7 types of “capital” Physical Economic Intellectual/emotional Spiritual/moral Environmental Governmental Social capital

Worldview and Global Leadership Visser (2005) Proponents of situational approaches to leadership say, regardless of their traits, good leaders need to use different approaches in different situations Country leaders need to be skilled at task at hand and relationship building Some research shows that task orientation is most effective in either smooth or crisis situations, while relationship orientation is more effective in moderate situations

Worldview and Global Leadership Visser (2005) Effective leadership requires Willingness to serve Emphasis on honesty and justice Respect for the dignity of the individual Emphasis on building community

Worldview and Global Leadership Visser (2005) Effective country leadership requires more than understanding of potential benefits of freedom and democracy Only a worldview with belief that progress is rooted in service, cooperation, and fairness will succeed

Worldview and Global Leadership Visser (2005) Cultural variables are more helpful in understanding difference in country economic outcomes than empirical data mining Incompetence in government and the absence of civil society are often the primary barriers to progress

Worldview and Global Leadership Visser (2005) Effective leaders successfully identify people’s needs and help them meet those needs Adam Smith believed People need to create institutions that encourage citizens to act in morally and socially responsible ways Government would naturally get larger as civilization advanced

Worldview and Global Leadership Visser (2005) Definitions of 7 forms of capital Physical – assets such as infrastructure, applied technology, food, health care Economic – traditional investments, wise macro and micro decisions Intellectual/emotional – literacy, skills, self-awareness, etc.

Worldview and Global Leadership Visser (2005) Definitions of 7 forms of capital (cont.) Spiritual/moral – integrity, moral behavior Environmental – natural capital, raw materials, clean air Governmental – political capital, rule of law, political participation Social – shared commitment to values of trust and mutual assistance

Worldview and Global Leadership Visser (2005) Civil Society Today most commonly used to refer to mediating institutions that provide a buffer between the individual and the state, guided by a commitment to values such as transparency, participation, and peaceable change “Third leg” of three-legged stool of society (government and markets)

Worldview and Global Leadership Visser (2005) Strong inverse relationship between the amount of corruption in a country and health of its economy Corruption Makes economic activity less efficient Reduces spontaneous cooperation Lowers return on investment for government projects Results in a society-wide focus on short-term gains Attracts the least efficient and least reputable foreign companies Slows the growth of small businesses Causes talented people and ethical, efficient companies to become frustrated, and to seek to locate outside the country Results in inefficient resource allocation

Worldview and Global Leadership Visser (2005) Dimensions of a Worldview (table 17.1) Assumptions about nature of the universe/reality Assumptions about the nature and perfectibility of people Values/ideas of right/wrong, etc. Assumptions about truth and how to ascertain it Concept of justice Beliefs about the nature of authority View of time Attitudes toward change/risk taking Assumptions about people Sense of responsibility for/duty to others Expectation of others Relative emphases/boundaries/ideas of balance

Worldview and Global Leadership Visser (2005) Beliefs and values have been a the core of the rise and fall of nations, companies, and individuals The worldview approach has much in common with the “spirituality school” of leadership effectiveness, with two differences Spirituality is not a kind of intelligence, like emotional or traditional Spirituality is not generic or necessarily good or beneficial