Impact of Human Relations on Leadership Daniel C. Freschi “ I like to see a man proud of the place in which he lives.  I l...
Purpose To inform the P&H Mining interview committee about the impact that Human Relations has on leadership. “ Good leade...
Outline <ul><li>Human Relations Overview </li></ul><ul><li>A Leadership Approach </li></ul><ul><li>Leadership and Legacy <...
Human Relations Overview <ul><li>Definition of Human Relations </li></ul><ul><li>Significant Contributors  </li></ul><ul><...
A Leadership Approach <ul><li>Making the Connection to Leadership </li></ul><ul><li>Leadership & the Work Environment </li...
Leadership and Legacy <ul><li>Leader development </li></ul><ul><li>Impact Long Term </li></ul>Life's most persistent and u...
Summary <ul><li>Human Relations Overview </li></ul><ul><li>A Leadership Approach </li></ul><ul><li>Leadership and Legacy <...
Conclusion “ It is a terrible thing to look over your shoulder when you are trying to lead -- and find no one there . “ -F...
Sources Covey, S. (1991).  Principle-Centered Leadership.  New York:  Simon & Schuster. Covey, S, (1989).  The 7 Habits of...
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Human Relations And Leadership

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  • Good morning/afternoon my name is Daniel Freschi and welcome to my information brief on the Impact of Human Relations on Leadership Take second and read President Lincoln’s quote; As a leader one could read it as this I like to see a man proud of the place in which he works. I like to see a man work so that his place will be proud of him. And leadership and human relations have everything to do with both.
  • The purpose of my information brief is to inform the P&amp;H mining interview committee about impact of Human Relations on leadership
  • Here’s the outline I’ll follow for the rest of the brief. in brief
  • Human relations is a broad field of study that has been influenced by and is built on the principles of several disciplines which includes philosophy, sociology, psychology, and social psychology to name a few. The field of human relations encompasses all the many ways in which people interact with each other to form relationships and what involvement can be used to improve the situations in which those people are in, be it at work, home, or school. A working definition: Human relations seeks to understand those aspects of interpersonal relations most directly linked to attainment of organizational and individual goals in work settings. In short: How individuals can work together most effectively to achieve success and satisfaction. Elton Mayo is considered the father of Human Relations. He was in charge of certain experiments on human behavior carried out at the Hawthorne Works of the Western Electric company in Chicago between 1924 and 1927. His research findings have contributed to organizational development in terms of human relations and motivation theory. Over a 5 year period he took a group of six women and segregated them and altered their conditions of work and observed the effects on production and the morale of the group. In almost all cases, productivity improved. At the end of the experiment, Mayo felt that he had proven his point and closed it down, returning the women to their original working conditions. Surprisingly, productivity in the group rose to the highest levels yet and Mayo had to re‑think his conclusions. What he discovered was the women had felt important because they had been singled out. Additionally, the women had developed good relationships amongst each other creating a much more pleasant working environment and had been allowed to set their own work patterns. He concluded that work satisfaction depended, to a large extent, upon the informal social relationships between workers in a group and upon the social relationships between workers and their bosses. Elton Mayo believed that work satisfaction was based on recognition, security, and being part of a team, over and above monetary rewards. He raised awareness of the need for management to be more involved with workers at an individual emotional level and thus the Human Relations approach to management was born. Other significant contributors include Abraham Maslow and the Hierarchy of Needs; Douglas McGregor and the X-Y theory of Management, Frederick Herzberg and the Hygiene Theory, the list can go on and on. But one tone that is resonant throughout these theories and their studies is the focus on the relationship the leader develops with their followers, is it meaningful and authentic, does the leader provide a structure to their work and is the work environment conducive for their development. Human relations will not offer anyone the road or ladder to successful leadership, and it doesn’t tell a leader how to manipulate other people, or how to get them to do what they want and share their views. And Human relations is not common sense. However, Human Relations will help to improve a leaders understanding of people and how people interact, enabling leaders to build valuable, meaningful and authentic relationships with their followers as individuals because building relationships is the bedrock competency of leaders. Now that I’ve discussed the Broad brush stroke overview to Human Relations, let me move next to show you how it impacts leadership
  • A human relations approach to leadership is about how the leader goes about influencing the behavior of and motivating individuals and groups, towards a common goal. So to make the connection, Leaders who use the Human Relations approach to leadership in their organizations, do so to develop their followers potential and increase their quality of life. And do this by building meaningful relationships based upon the fundamentals of establishing trust, principles, credibility, respect, setting an example and equally important, giving clear structure and purpose to their followers work. Leaders take a genuine, authentic interest in their followers and work hard to provide meaning and purpose to their followers lives and work. Leaders and their leadership approach have a direct affect and influence on the working environment of their followers. A human relations approach takes all possible factors into consideration, including their relationships with others in the group, the physical and psychological factors, and the productivity goals of the group and focuses on their influence to either increase or decrease the relationship in order to satisfy the individuals needs. The leader is delicately balancing emotion and environment. This also allows for the leader to constantly reflect on what they can do better, reflection on challenging experiences is at the center of leadership growth. Some attributes of a successful human relations leader: Emotionally Intelligent: Understands and manages their emotions and uses them to solve problems. Confident &amp; Courageous: In both the physical and moral sense. Values and principles are the bedrock of their decisions; they stand up for what is right or unpopular regardless of the situation. Communication ability: Is aware and capable of using their interpersonal communication skills at all levels of an organization and work hard to see things from other peoples perspective and delicately balance both sides of an issue. Can communicate ideas for direction, shaping goals and objectives, reinforcing key values and clarifying tasks and task structure. The leaders authenticity, sincerity, and genuineness is disclosed through their communication. Caring and Considerate: Has a sincere interest in and genuine concern for others. Cares about their followers and wants them to succeed more then themselves. Caring means seeing followers as the most important resource in an organization and the resource with the most overall potential. Motivational: There is no more potent motivation then by setting the example and being positive. They set the example in the way they interact with others and live their lives through tough principles and strong values. Leaders motivate and give meaning by providing a sense of purpose, communicating the “why” and “what for” to their followers. Change Agents: They are constantly adapting to new practices, motivated to find better ways to do things. Looking at changes as way for new opportunity for everyone. Sense of Humor and Humility: I’d like to point out Ronald Reagan’s quote. This was said in 1984 when he was conducting a microphone check. Ronald Reagan was the great communicator, filled with humor and humility. While he might have always been acting he built relationships on both sides of the isle and intervened through human relations leadership on a global scale to develop the people of the United States and increase their quality of life. The key to this leadership approach is building the relationships with their followers in order to know what influences and motivates them as individuals and as a group. Now that I’ve discussed leadership intervention, let’s look at human relations and leaving a legacy.
  • The impact of Human Relations on Leadership is measurable by looking at those that have taken the time to invest in the deliberate development of younger leaders. One of the most important things a leader can do is to develop other leaders, because those leaders will affect hundreds, if not thousands, of other people. To develop those other leaders it takes understanding how to build long term sustainable relationships and using the human relations approach is key establishing those relationships. A good way to analogize this is by looking at great sports teams. Great sports teams always had a great coach and every great coach has other coaches on the team. Look at some of the successful coaches in the NFL today and how many of them worked for Bill Walsh when he was the head coach for the San Francisco 49ers? Bill Walsh developed coaches, like Dennis Green, Mike Holmgren, Mike Shanahan and Brian Billick to be great coaches. He deliberately developed over time his coaches potential and increased their quality of life, by building relationships with them based upon the fundamentals of human relations, therefore enabling his leadership legacy to carry forward. Leaving a legacy is about developing others into leaders, planting the seeds for greatness to grow in others. Leader development is about providing the opportunities for development, letting a strong follower lead, make decisions and learn from their successes and failures. For leaders to develop other leaders, they must cultivate the ability in their followers in order for them to develop, develop a strong relationship with them and determine if they have the emotional desire and willingness to grow and take on leadership roles. All the while this is going on the leader must mentor and support the follower, weeding and watering them throughout the entire development process, guiding and directing, for them to carry the torch of the organization to the future. The long term impact of leader development is priceless to any organization and can be spread to other organizations like Bill Walsh’s example. Regardless of how turbulent the industry, economy, or globe becomes, because human relations leaders have cultivated their followers, planted seeds of greatness, cared for and developed leaders based on principles, created an environment of developing others, and built long term sustaining relationships, the followers can now lead the organization and carry it forward. Before I conclude, I ask who have you taken the torch from? Whose leadership legacy lives in you today? Who will take the torch from you?
  • Human Relations is truly a interdisciplinary field of study and many of the contributors to the Human Relations approach to leadership have also parallel contributions to modern day management principles and organizational development. The human relations approach to leadership provides for leaders to develop their followers potential and increase their quality of life, and do so by building meaningful relationships based upon the fundamentals of establishing trust, principles, credibility, respect, setting an example and equally important, giving clear structure and purpose to their followers work. Do not misunderstand Human Relations, as being nice to everyone all the time, Human relations is simply that, understanding how humans relate, and what the best way to influence them towards a common purpose. Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. It&apos;s inevitable if you&apos;re honorable. Leaving behind a leadership legacy is one of the single most important factors for the sustainability of an organization. Capital can be acquired, but leaders must build relationships, develop, teach and pass on the fundamentals of leadership to their followers in their organization. It’s about the carpenter that understands he is judged by the quality of wood on which he labors, not his tools or the number of desks he makes. Building relationships is the bedrock competency of leaders and Human Relations will help a leader understand people and how people interact, enabling them to build valuable, meaningful and authentic relationships with their followers as individuals. When a leader looks into the eyes of their followers they will not be able to escape their real worth as a leader.
  • I would like to conclude with this quote. Leadership is multi-dimensional – there are so many dimensions a leader must be aware of to be effective, conscious and unconscious dimensions, ethical dimensions, interpersonal dimension, the list can go on – Leadership Is dynamic, constantly moving and changing demanding more and more from the leader, leaders must be able to think and make decisions quicker, analyze data faster to make good sound balanced decisions – Leadership Is observable, you can walk into any organization and see if the leadership actually cares and values the people by the way they interact and communicate with themselves and other or the condition of the facilities, is the place clean or a disaster. Leadership is extremely challenging and requires hard work. Leadership is very personal and unique to the leader. But to be a leader one must have followers that are willing to follow and work to contribute to a common vision. I will take any questions you may have at this time!
  • Human Relations And Leadership

    1. 1. Impact of Human Relations on Leadership Daniel C. Freschi “ I like to see a man proud of the place in which he lives. I like to see a man live so that his place will be proud of him.” -Abraham Lincoln
    2. 2. Purpose To inform the P&H Mining interview committee about the impact that Human Relations has on leadership. “ Good leaders make people feel that they're at the heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens, people feel centered, and that gives their work meaning.” -Warren Bennis
    3. 3. Outline <ul><li>Human Relations Overview </li></ul><ul><li>A Leadership Approach </li></ul><ul><li>Leadership and Legacy </li></ul><ul><li>Summary </li></ul><ul><li>Conclusion </li></ul>“ Leadership is not about being famous.” -Laura Timmis
    4. 4. Human Relations Overview <ul><li>Definition of Human Relations </li></ul><ul><li>Significant Contributors </li></ul><ul><li>What Human Relations does for leadership </li></ul>Leadership and learning are indispensable to each other. -John F. Kennedy
    5. 5. A Leadership Approach <ul><li>Making the Connection to Leadership </li></ul><ul><li>Leadership & the Work Environment </li></ul><ul><li>Attributes of a Successful Leader </li></ul><ul><li>“ When faced with great challenges, don't ask that the task become easier. Instead ask that you find the inner strength to deal with the situation.”    </li></ul><ul><ul><li>-Brig. General Bernard Champoux </li></ul></ul>
    6. 6. Leadership and Legacy <ul><li>Leader development </li></ul><ul><li>Impact Long Term </li></ul>Life's most persistent and urgent question is, 'What are you doing for others?' -Martin Luther King, Jr.
    7. 7. Summary <ul><li>Human Relations Overview </li></ul><ul><li>A Leadership Approach </li></ul><ul><li>Leadership and Legacy </li></ul>“ The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor.” -Max DePree
    8. 8. Conclusion “ It is a terrible thing to look over your shoulder when you are trying to lead -- and find no one there . “ -Franklin D. Roosevelt
    9. 9. Sources Covey, S. (1991). Principle-Centered Leadership. New York: Simon & Schuster. Covey, S, (1989). The 7 Habits of Highly Effective People. New York: Simon & Schuster Carnegie, D. (1936). How to Win Friends and Influence People. New York: Simon & Schuster Crandall, D. (2007). Leadership Lessons from West Point. San Francisco: Jossey-Bass Handy, C. (1999). Understanding Organizations. London. Penguin Books Ltd. Hanna, S. (2003). Person to Person. Positive Relationships Don’t Just Happen. Upper Saddle River: Prentice Hall. Henderson, G. (1996). Human Relations Issues in Management. Westport: Quorum Books. Herron, N. (2002). The Social Sciences: A Cross-Disciplinary Guide to Selected Sources. Greenwood Village: Libraries Unlimited. Maxwell, J. (1998). The 21 Irrefutable Laws of Leadership . Nashville: Thomas Nelson. Kouzes, J.M., & Posner, B.Z., (1995). The Leadership Challenge. San Francisco: Jossey-Bass. Lee, B. (1997). The Power Principle: Influence with Honor. New York: Simon & Schuster. Phillips, D. (1992). Lincoln on Leadership. New York: Warner Books. Robbins, S. (2003). Essentials of Organizational Behavior. Upper Saddle River: Prentice Hall. Schermerhorn, J. R. (2004). Core Concepts of Management. (1 st ed. chap. 13) Retrieved June 19, 2004 from http://www3.interscience.wiley.com:8100/legacy/college/ schermerhorn/0471230553/ppt/ch13.ppt. Schermerhorn, J. R., Hunt, J. G., & Osborne, R. N. (2003). Organizational Behavior. (8 th ed. chap. 10) Retrieved June 19, 2004 from http://www3.interscience.wiley.com:8100/ legacy/ college/schermerhorn/047120367X/ppt/ch10.ppt. Wills, G. (1994). Certain Trumpets: The Nature of Leadership. New York: Simon & Schuster Yancy, M. (2004). Work Teams: Three models of Effectiveness. Retrieved June 19, 2004, from http://www.workteams.unt.edu/reports/Yancey.html. Yankelovich, D. (1999). The magic of dialogue. New York: Touchstone Yukl, G. (2002). Leadership in Organizations. Upper Saddle River: Prentice Hall.

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