Introduction
Investing in the staff and creating the environment in which employees can grow professionally and feel contented is paramount to the companies operating in the global market. With an increasingly high competition rate, an organization may lose its employees to the firms that adopt a more staff-focused approach, at the same time keeping the focus on the business needs. For this purpose, the set of values and strategies according to which the organization operates must be altered (Spencer, 2014). As the case of Atlantis Global Corporation (AGC) shows, it is crucial to use a flexible leadership style that will allow meeting the requirements of all stakeholders involved, thus, promoting sustainable use of the human resources.
Leadership Styles: Difference
The frameworks used by John and Shawn are the opposites of each other, which means that both the advantages and the disadvantages of their approaches are pushed to the nth degree. John’s consistent focus on the company’s benefits and his refusal to acknowledge any communication issues related to the staff-managers relationships points to the fact that he uses the Participative Leadership framework (Iszatt-White & Saunders, 2014). While being profit-driven and, therefore, supposedly serving to improve the performance of the organization, it fails to retain its employees. As a result, the company cannot create a team of experts who will help increase product quality.
Shawn, on the other hand, clearly uses the Transformational Leadership approach since he addresses the problems regarding the communication with employees and suggests to handle them by providing the staff members with incentives and making the corporate rules less rigid (Kumra, Simpson, & Burke, 2014). While the specified strategy does help raise motivation rates, it may backfire once the employees feel that the values of the organization are not compatible with theirs. Therefore, they may stop growing professionally and acquiring new skills and knowledge.
My Leadership Style and Its Application to AGC’s Case
I believe that the Transformational Leadership style should be viewed as the foundation for developing the HCM strategy for a particular organization. The identified approach allows focusing on motivating the employees so that they could accept the corporate philosophy, improve their performance, and engage in lifelong learning (DuBrin, 2015). Seeing that the approach in question implies that the leader should become a role model, it will be crucial to change AGC’s HCM strategy so that the staff members could receive incentives and feel appreciated in the workplace. Furthermore, an increase in salary and incentives will follow. Although the specified step will presuppose an increase in corporate expenses, the rise in performance quality and, therefore, the firm’s profit margins in which the change will result will make for the temporary losses (Barklay, 2014).
Recommended Human Capital Management Strategies
Even though the Transformational framework mentioned above seems quite legitimate, the adoption of the Resonant Leadership approach should be recommended first. Since the staff members are already dissatisfied, motivating them will mean risking greatly. Thus, it will be crucial to show that the company cares for its members and empathizes with them, which is exactly what the Resonant strategy does. As a result, the staff members must be inclined to improve their performance and acquire new skills (Wagner, Warren, Cummings, Smith, & Olson, 2013).
Conclusion
Handling HCM issues is a challenging task for any organization operating in the global economy. However, once the appropriate leadership framework is applied, the process of human resources management becomes considerably easier. To improve its staff satisfaction levels, AGC will have to use the Resonant Leadership strategy that will help managers build strong and positive relationships with the employees. Consequently, the prerequisites for improvement and the reasons to invest in staff capital can be created.
References
Barklay, J. (2014). Conscious culture: How to build a high performing workplace through leadership, values, and ethics. New York, NY: Morgan James Publishing.
DuBrin, A. (2015). Leadership: Research findings, practice, and skills. Boston, MA: Cengage Learning.
Iszatt-White, M., & Saunders, C. (2014). Leadership. Oxford, UK: OUP Oxford.
Kumra, S., Simpson, R., & Burke, R. J. (2014). The Oxford handbook of gender in organizations. Oxford, UK: OUP Oxford.
Spencer, A. (2014). The leadership imperative: Technology adoption and strategic management in travel firms in Jamaica. Cambridge, UK: Cambridge Scholars Publishing.
Wagner, S. I. J., Warren, G., Cummings, E., Smith, D. L., & Olson, J. K. (2013). Resonant leadership, workplace empowerment, and “spirit at work”: Impact on RN job satisfaction and organizational commitment. Canadian Journal of Nursing Research, 45(1), 108-128.