1.1 Background of the study
No organization has ever existed without
leadership. An individual need not be the senior officer or commander
to be a leader. For any organization to function with some degree of
efficiency and effectiveness, having a leader at its head is vital.
Leadership is known to be a serious
component of successful organizations. Irrespective of its importance it
is difficult to understand, but there are some emergingareas of broad
agreement (Furtune: 1998).
Firstly, leadership is an act of
influence based more on integrity than authority. It is not the
exclusive domain of designatedleaders who occupy positions of authority,
and arguably not even predominantly so (Precious: 2000). Rather it isan
act defined by the nature and quality of relationship between people
that go beyond specificroles.Every member of anorganization has a
responsibility to provide an opportunity to participate in leadership.
Seeing leadership in this way does not
deny the reality of power and authority, but it takes adifferent
approach to organizational and community life (Chikaima: 1990). The
leadership approach is grounded inan ethic of care, based on informed
insight and enacted through trusting personal relationshipsthat are
mutually influential. Ideally, authority and influence create a
constructive synergydespite their contrasting natures.
One of the criteria to be a manager is
that you must have good leadership skills to motivate and infuse good
work practices instaff. Also, managers need good people skills to gain
the trust of the workers. Whenmanagers give orders, they must have the
power and motivation to inspire confidence, so thatthe workers have
positive attitudes towards the tasks and the organization. This is
necessaryto achieve good results in the workplace. The managers and
directors ofan organization must demonstrate that they have the power
and the good governance neededto control their workers, and it is
imperative that they have good leadership skills as well, sothat the
organizations can achieve the results they want (Bartol et al. 2003).
Good leadership must maintain a balance
between vision, strategy and results. Managers andleaders, and also
subordinates, must know the organizational goals (Domaine
2004).Leadership involves leading, conducting, escorting, guiding,
tracing, steering, vision andmost importantly, managing others (Evans
& Evans 2002). A leader is also a person wholeads a group when work
tasks and social functions are to be performed. Hanbury, Sapat
andWashington (2004, p. 568) point out that „leaders are people who do
the right thing butmanagers are people who do the thing right. Both
roles are crucial, but they differprofoundly‟.
This study aims to shed light on
thecompelling notion that the hr Managers’ competency profile influences
the performance of anorganization. Nowadays, the implementation of
principles and techniques of hr Management has expandedrapidly in many
enterprises worldwide, implying the necessity for effective project
leadership. The developmentof similar strategic issues has been
extensively investigated in numerous studies with the use of
1.2 Statement of the problem
The following are the problem of the study:
1. Managers and directors of
organizationsdo not have good governance and leadership skills needed to
control their workers and move their organization forward.
1.3 Objectives of the study
This study aims at investigating leadership style behavioural and managerial competency of successful hrmanager.
2. To identify which of the leadership styles is the most dominant.
3. Toknow the relationship between leadership style behavioural and managerial competency of successful hr manager
4. To investigate the differences between the leadership techniques in the leadership styles.
5. To shed light on the compelling notion that the hr Managers’ competency profile influences the performance of anorganization.
1.4 Research questions
1. What skill does managers to gain the trust of the workers?
2. What is the difference between the leadership techniques in the leadership styles?
3. What is the relationship between leadership style behavioural and managerial competency of successful hr manager.
4. Which of the leadership styles do you think is the most dominant?
1.5 Research hypotheses
1.6 Significance of the study
This study will provide a very valuable
addition andenhancement to the typical performance management
process,with benefits for both the employee and the organization.
For the organization, the assessment
ofcompetencies can provide valuable insights onthe skills and talent
pool resident within theorganization, as well as the competency gapsthat
need to be addressed to meet both currentand future needs.
1.7 Scope/Limitations of the study
This study centers on investigating leadership style behavioural and managerial competency of successful hr manager.
Limitations of study
- 1. Financial constraint-
Insufficient fund tends to impede the efficiency of the researcher in
sourcing for the relevant materials, literature or information and in
the process of data collection (internet, questionnaire and interview).
- 2. Time constraint- The
researcher will simultaneously engage in this study with other academic
work. This consequently will cut down on the time devoted for the
1.8 Definition of terms
Leadership:the action of leading a group of people or an organization.
Competency:the ability to do something successfully or efficiently.
Human Resources:the people who work for the organization;
Human Resource (HR) Manager:
is really employee manager with an emphasis on those employees as
assets of the business. In this context, employees are sometimes
referred to as human capital
relating to management or managers, especially of a company or similar organization