All-In-One - Leadership and Navigation
All-In-One - Leadership and Navigation
Behavioral Competencies
Leadership Cluster
The Leadership cluster represents 17 percent of both exams’ scores. Three
competencies fall within the Leadership cluster:
Key Concepts
• Leadership theories (for example, situational leadership,
transformational leadership, participative leadership, inclusive
leadership, leader-member exchange theory, servant leadership,
transactional leadership, trait theory, contingency theory)
• People management techniques (for example, directing, coaching,
supporting, delegating, mentoring)
• Motivation theories (for example, goal-setting theory, expectancy
theory, attribution theory, self-determination theory, Herzberg’s two-
factor theory)
• Influence and persuasion techniques (for example, personal appeal,
forming coalitions, leading by example, rational persuasion)
• Personal leadership qualities (for example, vision, self-motivation,
self-discipline, risk-taking, commitment to continuous learning,
growth mindset)
Definition
According to SHRM, “Leadership and Navigation is defined as the
knowledge, skills, abilities, and other characteristics (KSAOs) needed to
create a compelling vision and mission for HR that align 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.”3
Proficiency Indicators for All HR Professionals
The Leadership and Navigation competency for all HR professionals
focuses on understanding leadership and the skills and knowledge needed to
be a leader: influencing, building trust, emotional intelligence, and
motivation. Yet, first there needs to be an understanding as to the difference
between managing and leading. Both are needed to get work done through
people. Knowing when and how to lead, setting the vision and strategy for
the future, understanding when to manage, and tending to the day-to-day
operational details are the keys to effective leadership and navigation. All
HR professionals are expected to conduct themselves according to these
expectations.
Conforming to Organizational Culture
Organizations develop their own models of leadership, creating a set of
expected behaviors, attitudes, and beliefs that become the leadership norm
for the organization to complement the organization’s mission and
strategies. The result is a leadership culture. Managers and leaders are then
expected to conform to that identified model, a norm, to guide their
interactions in managing people.
Organizations desire to identify the type of leadership that is most
effective in their workplaces. This self-awareness can then be used to
identify individuals with leadership potential and to create leadership
development programs. The identified norms ought to be used when
sourcing new hires to stay consistent with the desired leadership culture.
Collaborating with Stakeholders
There are five steps to collaborating with stakeholders:
1. Know the stakeholders. The first step toward any collaboration
process is identifying stakeholders and their roles. Understanding
who you are working with is critical to collaborating effectively.
2. Identify what is at stake. Every stakeholder is involved for a specific
reason. Use their role and motivation to your advantage. For
example, if you are working on an office reconfiguration for HR,
consider including the IT and facilities managers in every
conversation that relates to the new room design, not just those
explicitly regarding the movement of PCs. Why? Because they may
be affected by the decisions made in those conversations pertaining
to the location of cables, connectivity, and other associated matters
such as overtime for IT or facilities personnel.
3. Understand each stakeholder’s issues and language. Communicating
effectively with stakeholders is linked to their motivation. For
example, for decision-makers, every project is an investment
because they are normally responsible for their share of the
resources. To collaborate effectively, you should discuss plans in
relation to the planned outcomes or return on investment (ROI).
4. Set the specific expectations. Once you know who stakeholders are,
what their challenges and issues are, and how to talk to them, you
can better express your expectations for their involvement, such as
when they are expected to provide input for the project and how to
provide feedback.
5. Value their input. One reason stakeholders can become frustrated is
they do not feel “heard.” Helping stakeholders to see how their input
was incorporated or even why it was not used is essential. It makes
them an active part of decision-making without abdicating the
decision to them.
Accomplishing Tasks
Leaders get things done through people, which means managing people and
their tasks to produce desired outcomes. Chapter 4 discusses in detail the
techniques, skills, and theories to manage and motivate people to
accomplish tasks.
Managers do the following with groups:
• Plan activities
• Organize and identify resources required, including people
• Direct work in a way that ensures the best use of resources
• Coordinate to achieve efficiency
• Control resources and activities through monitoring, measuring, and
correcting as needed