INTRODUCTION TO LEADERSHIP, MOTIVATION, AND STRATEGIC HUMAN RESOURCE MANAGEMENT

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INTRODUCTION

Most definitions of leadership reflect the assumption that it involves a social influence process whereby intentional influence is exerted by one person over other people to structure the activities and relationships in a group or organization (Yukl 1998). Leadership occurs when one group member modifies the motivation and competencies of others in the group (Bass 1990). Work motivation is the willingness of an individual to invest energy in productive activity. Thus, leadership and moti- vation are interwoven, inseparable concepts; a core outcome of effective leadership is a higher will- ingness on the part of the employees to invest energy in performing their tasks. A new genre of leadership and motivation theories has been shown to affect organizational effectiveness in ways that are quantitatively greater than, and qualitatively different from, the effects specified by previous theories (House and Shamir 1993; for a meta-analytic review see Lowe et al. 1996). These theories have led to new applications in human resource management. As shown in Figure 1, we first review the early vs. the most recent paradigms of leadership, namely the shift from transactional to trans- formational, charismatic, or visionary leadership. This shift is manifested by changes in the bases for work motivation from an emphasis on calculative, individualistic, extrinsic, short-term motivators toward more expressive, collectivistic, intrinsic, long-term motivators. Taken together, these new approches have been shown to positively impact organizational outcomes, including performance and employee development. The impact of the new leadership and motivation paradigm on organizational outcomes has implications for strategic human resource management, specifically recruiting, perform- ance management, training and development, and compensation.

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