Looking back and forth, thinking it through from Earth all the way to Mars and back, head-wrecking issues that HR and any organization face have their weakness with the right leadership of those that are given the privilege of managing other people. So many issues would never have materialised only if the manager knows and lives leadership. Although leadership is no longer a secret ingredient (it’s probably the most talked about thing of the century among any organization), a lot of the managers only know but don’t really live and practice leadership as it is supposed to.
Ok, leadership isn’t just a rigid list of items in a recipe; no matter how much it has been talked about, it’s still a very abstract concept. Interpretation of what resonates good leadership are subjective and isn’t mathematical. However, I’ve been taught to believe that the fundamentals of leadership can still be drawn out, in a sense wide enough to umbrella all of those subjectively different interpretation. Just as AIESEC has collectively put it:
Leadership is about knowing oneself in relations to other people, about empowering others, and about being part of the solutions by upholding, breathing in & out responsible and optimistic attitudes towards creating solutions for surrounding problems.
Taking the contexts of how ones are authorised and privileged to manage and supposedly lead others, leadership would clearly make a difference. Strong leadership at all hierarchical levels almost mean a lot of HR-driven processes become obsolete, because then HR need not constantly be a law-maker and a policeman to introduce and remind people of people-related processes and take not so popular actions to ensure compliance. Those processes would exist in their best natural forms – the managers/leaders take the best care of their employees, which would results in high retention, engagement, motivated and empowered workforce, and thus high performing organization – a utopia that every entity dreams of.
My take on this, as an early HR professional, as well as a member/alumni of AIESEC, a specialist organization in leadership, is that: leadership and people managerial responsibility isn’t something that employers might as well as give away, to any Tom, Dick and Harry, and definitely something cheap. Impactful things, potentially giving high returns, are expensive. Organizations should be ready to invest in vigorous processes to develop someone from the inside or head-hunt external talents to take on leadership positions and to pay competent leaders/managers the money that they deserve, because their ability will collectively turn around the effectiveness of their workforce and the profitability of their business.Share This: