HR Competencies - Leadership & Navigation

Question 1

Leadership

Answer 1

Ability to influence, motivate, and empower others to contribute to a company’s success.

Question 2

Leadership & Navigation Competency

Answer 2

Ability to direct and contribute to organizational initiatives and processes.

Question 3

Norm

Answer 3

Leadership culture, the managers/leaders are expected to conform to the identical model or norm. This helps guide their interactions in managing people.

Question 4

Agility

Answer 4

You should be hiring, developing or doing both for it.

Self driven motivation to learn, seeking out and using feedback, and openness to try something new and different.

Question 5

Consensus Management

Answer 5

Team members work as a group to develop a solution and agree to support whatever decision is made in the best interests of the whole.

First they may voice their support and concerns but agree to support the consensus once it is made.

Question 6

Transformational Leadership

Answer 6

Power: Leaders are formal or informal. They exercise power to empower other team members; act as a champion and support their efforts.

Orientation: they think in terms of vision, strategy and values rather than short term objectives. Believe in challenging and developing for long term.

Emotional Intelligence: knowledge & skills allow transformational leaders to be self-aware of their actions and emotions. They understand others’ perspectives and the drivers of other people’s behavior.

Ethical Grounding: walk the talk of organizations values. Encourage others and will sacrifice for those values.

Question 7

Three C’s of Change Leadership

Answer 7

Communicate: unsuccessful focus on just the “what” not the what and the why. Leaders should explain the purpose of the change and connected it to the organizations values.

Collaborate: Brining people together to plan and execute change. worked across boundaries and encouraged employees to break out of their silos.

Commit: Made sure beliefs and behaviors supported the change. Change is difficult, unsuccessful leaders failed to adapt to challenges, expressed negativity and we impatient with results.

Question 8

Accountability

Answer 8

Modeling desired behavior, When leaders holding their own direct reports accountable. It sends a powerful leading by example. Have clear roles, responsibilities, and expectations is vital in holding others accountable.

Question 9

Culture

Answer 9

the beliefs & behaviors that govern how people act in the organization, and it is believed to be a major determinant of a company’s success or failure.

Question 10

Champion HR Function

Answer 10

HR Professionals must build relationships that are know as a reliable expert partner. They champion high performance from the workforce.

Question 11

Create Buy In

Answer 11

Work from the top down - Gain support from different levels in the org. and will make your pitch stronger.

Being transparent - be open and transparent early and often. Especially on what is working and what isn’t working.

Asking for input - Vital for employees to know their opinions and ideas are being acknowledged and voiced. Create a task force and ensure that everyone is informed and can provide input throughout the change transition.

Question 12

Management

Answer 12

Daily tracking of employee work towards accomplishing specific goals.

Question 13

Trait Theorists

Answer 13

Believe people are born with or without certain leadership attributes.

Question 14

Behavioral Theorists

Answer 14

Believe leadership can be taught. Focus is on the employee, not the task.

Question 15

Situational Theorists

Answer 15

Believe that effective leadership depends on the leader’s ability to adapt to changing situations.

Question 16

Emergent Theorists

Answer 16

Believe that leaders don’t need to be appointed formally. Leaders emerge naturally.

Question 17

HR Today

Answer 17

we focus on authentic or transformational leadership, where leaders inspire followers around a shared vision.

Question 18

Types of Power

Answer 18

Legitimate: title or position
Reward: leader can offer something in exchange
Expert: leader is recognized as intelligent & experienced.
Referent: leaders personality is attractive
Coercive: leader has power to punish.

Question 19

Emotional Intelligence

Answer 19

Your capacity to express your emotions, manage your impulses, and understand the emotions of others.

Question 20

Maslow’s Hierarchy of Needs (Motivation Theory)

Answer 20

Five basic human needs:

Self - Actualization
Esteem
Belonging & Love
Safety & Security
Physiological

Question 21

Herzberg’s Motivation-Hygiene Theory

Answer 21

• Employees have extrinsic (hygiene) and intrinsic (motivation) needs that need to be fulfilled
• Extrinsic refers to the job environment
• Intrinsic refers to the opportunity for personal growth, development, or achievement

Question 22

McClelland’s Needs Theory

Answer 22

People are motivated by three desires

• Achievement
• Affiliation
• Power

Question 23

Self-Determination Theory

Answer 23

People are motivated by three basic needs

• Competence
• Relatedness
• Autonomy

Question 24

Expectancy Theory

Answer 24

Victor Vroom. Motivation is a product of three factors

• Expectancy
• Instrumentality
• Valence

Question 25

Attribution Theory

Answer 25

How people interpret the cause of success or failure in the past depends on their level of motivation.
Bernard Weiner
Attribution Factors:
• Stable or unstable
• Locus of control
• Controllability

Question 26

Goal Setting Theory

Answer 26

Motivation can be increased by providing EEs with goals against which they can assess their achievement.