Following 18 months of turbulence, it would appear that there
has been a slight shift in the market - with many companies starting to hire
again (BlessingWhite 2010, Onrec 2010, BBC 2010). With indications that
the economic crisis may be subsiding, it is likely that there will be an
imminent end to the employers market that reigned throughout 2009. Therefore a
talent management priority for 2010 will be to ensure your key talent
are engaged, motivated and ultimately committed to your organisation
and its objectives, regardless of how green the grass may appear on the other
side. There are many factors that can influence employee
engagement and retention - one of the most powerful being the presence of
effective leadership.
According to recent research, there is a highly positive correlation between
effective leadership and employee engagement and indeed if effective
leadership is present in an organisation then the negative impact of other
factors such as perceived poor pay or limited work-life balance is reduced (Financial
Times Top 100 Companies, 2008). So what makes an effective leader and has
the economic downturn altered what is required to be considered effective? In
order to go some way towards answering this question, HDA recently surveyed senior executives
(including HR Professionals, Managing Directors, and Vice Presidents) across
various sectors. The results
provide an interesting insight into the perceptions of effective leadership in
today's economy.
It would appear that most people (78%) have experience working with an
effective leader; with various factors making these leaders stand out as
effective, for example, 'exhibiting both a fair, robust but intellectual
considered approach to leadership and always leading by example'. In
terms of specific characteristics that we identify with effective leaders -
those responding believe that:
an effective leader is
ethical and fair - 'not avoiding tough decisions but making sure they are
done in the 'right' way'
possesses a vision for
the future
motivates others
through persuasion and influence rather than intimidation
inspires others to
achieve organisational goals
So are these characteristics innate or can they be learned? It
appears that many characteristics are innate and people who are effective
leaders have always been 'leaders' throughout their career. However, at times
individuals in leadership positions may be technically proficient but lack the
skills required to motivate and engage staff to work towards a common goal, a
shared vision for the future - as one respondent noted 'leadership is a
privilege with accountability and responsibility for people and resources and
often individuals are placed in such a position because they are an excellent
banker/accountant/lawyer and not because they demonstrate the necessary ability
or attributes to lead'.
In recognising the powerful role that an effective leader can play in engaging,
retaining and indeed attracting key talent then developing these leaders and
equipping them with the skills required for success, should be at the forefront
of any talent strategy. HDA has worked in the area of Talent Management and
Leadership Development for over 15 years. During this time we have found
coaching
to be a powerful tool for developing leaders - with 92% of our clients
believing that coaching delivers significant business benefits (HDA Survey,
2008). Coaching can be an enabler of change - driving leaders and in
turn the company forward to achieve success. Therefore although an initial
coaching investment will be made at the top of the organisation, the benefits
will be experienced throughout. Using our 4-stage approach, HDA provides
coaching support (both on a 1:1 and team basis) to leaders across various
industries and we have developed a reputation for a highly successful,
outcomes-focused approach to achieving objectives.
For more information, please contact Melissa Gallagher (Client
Partner & Project Manager) – mag@hda.co.uk
/ 020 7484 5065
