If an organisation is looking to achieve its corporate goals, then addressing its leadership culture is perhaps the best place to start. This traditionally means starting at the top of the organisation with those who can most greatly influence and shape culture.
Increasing leadership effectiveness at both the corporate and individual level is that enduring, impactful leadership within corporations must start at the top and become part of an organisation's culture. The best leadership development initiatives at the individual level will not benefit the organisation long-term, if the organisation cannot provide the supporting organisational culture, including structures, process and systems necessary for individual leadership to develop within a corporation.
Effective leadership, at both the individual and corporate level, is the key to long-term organisational results in our ever-changing business landscape.
Developing a culture of innovation and productivity requires a leader with a vision to understand the market dynamics and to move people in the organisation to change. Once the vision is set, leaders have to join in to get the organisation where it needs to be.
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Organisational culture is the critical foundation which shapes the way that the work of an organisation gets done; this is established through goals, plans, measures and rewards. Aligning organisational culture with strategy is a powerful means of gaining competitive advantage and leadership.
The senior executive team, has requested a report on the process carried out by the human resources in recruiting and selecting future leaders, who can create and lead the appropriate organisational culture together with the development and management of new products according to the organisation changing needs, all this to support the achievement of the organisation corporate goals.
Research has been devoted to understand the relations and association between leadership and culture of the organisational theory and how these concepts might have an impact on the organisational performance.
The aim of this report is to provide practical evidence of the links between organisational culture, leadership style and product development. This is achieved through research from books, journals and internet. The study shows that the relationship between leadership style and performance is mediated by the nature of organisational culture.
3.0 Recruiting and Selecting future Leaders
Recruitment is an essential role of the human resource personnel. The level of performance of and organisation depends on the effectiveness of its recruitment function. It is the first step for a competitive strength and the recruitment strategic advantage for the organisations.
Organisations have developed and follow recruitment strategies to engage the best people for their organisation and to make use of their resources optimally. A successful recruitment strategy should be well designed and useful to attract more and good talent to apply in the organisation.
Recruitment processes involves a logical process from selecting the candidates to arranging and preparing for the interviews. This requires resources and time. The recruitment process starts when a manger instigates an employee request for a specific or an anticipated vacancy.
According to Edwin B. Flippo, (1984) recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation". Recruitment is the activity that links the employers and the job seekers.
3.1 The Recruitment Process
The following processes are needed for a recruitment to be successful:
To have in place a policy on recruitment and retention and the systems that give life to the policy.
An assessment is needed to establish the organisation's present and future human resource requirements. For this activity to be effective these requirements must be assessed and a priority is assigned for each job category and for each unit and or division of the organisation
Identifying the potential human resource team and the likely competition for the knowledge and skills available within the organisation.
Carrying out a job evaluation and job analysis to classify the individual aspects of each job and calculate its relative value.
Assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experience
The power of the organisation's capability to pay salaries and benefits within a specified period
Always on Time
Marked to Standard
The actual process of recruitment and selection to be identified and documented as to ensure fairness and loyalty to equal opportunity and other law.
3.2 Recruiting future leaders
Leaders are the solution to the success of any organisation. Selecting future leaders is a very important process within an organization as we have to make sure that the leadership recruitment process is right. What are the best qualities in future leaders to look for?
The qualities to look for in a good leader are: aptitude, confidence, honesty, dedication, imagination, willpower, intelligence, emotional toughness and emotional resonance, adaptability, Through the recruitment process, it is possible to evaluate candidates for these qualities as they go from resume screening to interviewing.
3.2.1 Looking for leadership qualities
Aptitude. A leader needs good aptitude in order to understand his mission and help others to understand it. Intelligence is the easiest quality of leadership to identify this can be measured by previous academic performance.
Confidence. A leader should be confident in what he performs. Does the manager we are recruiting believe in the organisation? Conviction has to be established in the actual situation. If we simply ask a person about the level of confidence, he or she may misinform by replying what we want from them. Sometimes, the person's personality can tell us if the candidate is a positive person in his or her manners.
Honesty. A leader should be a honest person. If this is lacking, he or she cannot be trusted. This quality is very difficult to judge during recruitment, but there are some indications to reflect on. Is the candidate's resume accurate, or are there exaggerations of responsibility? During the multiple interviews, is the candidate constant in their discussions or replying depending on the interviewer? On a more positive note, are there indications in the candidate's background that they take integrity seriously?
Dedication. A leader should show commitment to what he is doing, and be able to convince others to make commitments. Here is where past involvement can be analyzed: Are there any long-term commitments done by the candidate such as charities, hobbies, or activities? Did the candidate perform leadership role in any of these tasks?
Imagination. For the accomplishment of a mission, a good leader must have a good sense of imagination to resolve problems and change directions where needed. Since imagination is not easy to ascertain, formal tests and puzzles exists, these will give an overview about the thinking skills of a person and his or her approach to challenges. The applicant's work and school records may confirm.
Will Power The model leader should take decisions both timely and acceptably. Does the candidate take decisions quickly? Or are all decisions difficult to take? This is difficult to measure, although this can be measured during the probation period.
Emotional toughness and resonance. A leader should be firm and have guts to face difficulties- this is referred to as emotional toughness. An applicant for a managerial role can be asked when he or she showed courage and the evidence of emotional toughness. Simultaneously, a leader should be able to understand and empathize the feelings of others; this quality is referred to as emotional resonance. The leader should know when his subordinates are frightened in hard times and satisfied in good times. When necessary, the leader should be able to measure inappropriate feelings. Emotional resonance cannot be calculated, however, it can be noticed in a planned setting.
Adaptability. A leader should be adaptable so that to handle changing needs easily. Adaptability can be evaluated in many different ways. Was the candidate in an agreement to losing his or her job or to other important changes in their life? Did the applicant manage an organizational change in the past? Where there any changes in the recruitment process? What was the candidate reaction to these changes?
D. Quinn Mills (2007) states that "it makes sense to look for these qualities not only when an organization is recruiting for future leadership, but also when it is assessing its management team for leadership development". "Few candidates or managers will possess all of these qualities naturally, but many of them can be developed and enhanced through training, experience on the job, and exposure to new challenges".
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