What roles do HRM and HRD functions play in defining or enacting workplace leadership practices?
Human Resource Management (HRM) and Human Resource Development (HRD) functions play a pivotal role in defining and enacting leadership practices in the workplace. HRM and HRD contribute to leadership in two primary ways: through policies and training that shape the character of leadership and by fostering a culture that encourages leadership at all levels (Becker & Huselid, 2006).
HRM typically focuses on hiring, managing, and providing direction for the people who work in an organisation, including determining the type of leadership style best suited for the organisation. For instance, HRM can facilitate a transformational leadership approach by seeking individuals who embody these qualities during recruitment and implementing policies that reward innovative thinking and employee development (Judge & Piccolo, 2004).
HRD, on the other hand, centres on employee learning and development. It aims to foster leadership skills among employees through targeted training programmes and development initiatives (Tharenou et al., 2007). These initiatives enhance leadership skills such as decision-making, strategic thinking, and emotional intelligence.
Both functions shape the kind of leadership enacted in organisations. For example, research suggests that HR practices aligned with skills enhancement, motivation, and opportunity to participate often lead to shared leadership, which is associated with higher team performance and job satisfaction (Jiang et al., 2012).
However, the role of HRM and HRD in creating leadership practices is challenging. Varying interpretations of leadership, the ever-changing nature of work, and resistance to change can all hinder the effectiveness of these HR functions in fostering effective leadership (Day & Antonakis, 2017).
References
- Becker, B.E., & Huselid, M.A. (2006). Strategic human resources management: Where do we go from here? Journal of Management, 32(6), 898—925. https://doi.org/10.1177/0149206306293668
- Day, D.V., & Antonakis, J. (2017). The nature of leadership (3rd ed.). SAGE.
- Jiang, K., Lepak, D. P., Hu, J., & Baer, J.C. (2012). How does human resource management influence organisational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264—1294. https://doi.org/10.5465/amj.2011.0088
- Judge, T.A., & Piccolo, R.F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755—768. https://doi.org/10.1037/0021-9010.89.5.755
- Tharenou, P., Saks, A.M., & Moore, C. (2007). A review and critique of research on training and organisational-level outcomes. Human Resource Management Review, 17(3), 251—273. https://doi.org/10.1016/j.hrmr.2007.07.004
Should organisations take responsibility for their leadership, considering the need for ethical, legal, and environmental concerns?
Leadership within an organisation holds a significant role in fostering ethical, legal, and environmental stewardship. Organisations must assume responsibility for their leadership, ensuring that it aligns with these principles. Corporate responsibility extends beyond mere compliance with the law, encompassing the ethical imperative to act in the best interests of stakeholders and the environment, a concept defined by Waldman and Siegel (2008) as social responsibility in leadership.
Understanding the interplay between leadership and organisational behaviour offers a lens to assess the dynamics of responsibility critically. Ethical leadership, for example, can shape the moral climate of a company, influencing employees’ behaviours and attitudes towards their work and the organisation (Banks et al., 2021). This can improve organisational performance, employee morale, and stakeholder trust.
However, leadership is not an isolated function. It is intertwined with organisational culture, policies, and systems. A leader’s ability to promote ethical, legal, and environmentally friendly practices is often contingent upon the support they receive from the organisation (Schein, 2016). Thus, organisations need to foster a supportive environment and decision-making.
Moreover, leadership development programmes should improve leaders’ competence and understanding of ethical, legal, and environmental issues (Dyllick & Muff, 2016). This could be achieved through embedding these principles into training programmes, reinforcing their importance in decision-making.
References
- Banks, G.C., Fischer, T., Gooty, J., & Stock, G. (2021). Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda. The Leadership Quarterly, 32(2), 101–471. https://doi.org/10.1016/j.leaqua.2020.101471
- Dyllick, T., & Muff, K. (2016). Clarifying the meaning of sustainable business: Introducing a typology from business-as-usual to true business sustainability. Organisation & Environment, 29(2), 156—174. https://doi.org/10.1177/1086026615575176
- Schein, E.H. (2016). Organisational culture and leadership (5th ed.). Wiley.
- Waldman, D. A., Siegel, D. S., & Stahl, G. K. (2020). Defining the socially responsible leader: Revisiting issues in responsible leadership. Journal of Leadership & Organisational Studies, 27(1), 5—20. https://doi.org/10.1177/1548051819872201
