The role of HR in helping transition business executives into the social enterprise (nonprofit) world
The paper attempts to describe the leadership traits and styles which are necessary to lead a social enterprise. The paper also discusses about the leadership traits and styles which necessary for leading a general business executive. Furthermore, the paper discusses the comparison of the leadership traits between the two school of thought leadership traits and styles, while it further discusses the role of Human Resource Management to transform a general business executive in to Social Enterprise (Non-profit) executive.
Leadership Traits and Styles for Social Entrepreneurs and Executives
There are various leadership traits and styles which have been mentioned in many academic books and articles which could be considered as an ocean field. Forbes describes the 10 traits of a leader which allows an individual to understand the main capabilities of a leader. The 4 ‘E’s’ of a leader have also been considered as a core value which describes envision, energize, enable, and empower of a leader. There are many leaders who have the capability to fulfill the standards which have been mentioned in the above criteria. However, the main issue is raised when leaders have to face constant changes in different situations and scenarios (Ridley-Duff & Bull, 2011).
The social enterprise leaders face twofold challenges as they do not tend to have a background for business education, but they have the passion for the humanity which drives them in solving a social cause. The intrinsic motivation of these social leaders comes initially and then the various economic reasons. However, in order to run a social enterprise business successfully, a profit or a non-profit organization, revenues are always amongst the main priorities for leaders. The social enterprise leaders have very high ethical standards and they generally score high in ethical behavior (Ridley-Duff & Bull, 2011).
The element of ethical leadership in social enterprise leader is reflected through his trustworthy leadership. A social enterprise leader is derived by the ethical role models, while it identifies clear ethical standards for their followers to follow. Moreover, these leaders also live their personal lives accordingly in ethical manner. Bull (2011) reflects that an ethical leader always tend to listen to their employees and pay close attention to their problems. The element of empathy behavior is what sets them apart from others (Ridley-Duff & Bull, 2011).
A research conducted by Schwab Foundation revealed that social enterprise leaders due to their intrinsic motivation, they generally tend to increase the job satisfaction of their followers, whereas, they have a strong commitment to their organization. Transactional leadership is said to have the same traits as acquired by a social enterprise leader. The two leaders have a strong commitment to organization. Although the particular type of leadership is highly practices in the management side of the organization, however, it develops a positive intention amongst employees to develop positive association with the organization (Ridley-Duff & Bull, 2011).
Most transformational leaders would tend to develop a strong a vision and would combine with a strong manager in establishing a strong team. However, a social enterprise leader would tend to transform a weaker team and would grow to compete with other non-profit organizations (Ridley-Duff & Bull, 2011).
Leadership Traits and Styles for General Business Executives
The leadership trait for a business executive leader generally considers economic reasons over intrinsic motivation. A business executive leader creates a long-term strategic vision in order to make its organization successful. A business executive leader is a careful risk-taker which covers all the corners while taking risks in a business. Furthermore, the particular leader develops a strong management team and guides them to achieve their goals. The most important tasks include, monitoring, organizing, leading, and controlling (Spears, 2010).
Developing a strong management team is a key to providing a strong platform for the organization to achieve success. In a team, members are assigned with various set of tasks along with their key capabilities which allows them to perform better and share their ideas. A leader manages the team and provides them a direction so that they could achieve their individual goals and as well as corporate goals…………………
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