Leadership Newsletter Template: HR Manager Leadership Analysis Report

This report presents an analysis of a leadership newsletter template focusing on the leadership style of a Human Resource Manager at Graham Nielsen Constructions Pty Ltd. The report identifies the individual's role and the organization's activities, highlighting the HR manager's responsibilities in ensuring smooth operations and employee motivation. It then delves into the HR manager's leadership style based on the Five-Factor Personality Model (Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism), providing examples of their management and leadership roles, such as providing clear instructions, encouraging partnership, and overseeing recruitment and training. The report includes an incident where the HR manager solved a situation, emphasizing the positive impact on employee performance and communication. Finally, the report describes lessons learned from problem-solving, focusing on employee satisfaction, team building, and the importance of guidance and counseling. The report concludes by underscoring the significance of the HR manager's role in fostering a positive work environment and organizational development.

Running head: LEADERSHIP NEWSLETTER TEMPLATE
LEADERSHIP NEWSLETTER TEMPLATE

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Table of Contents
Identifying the individual, their position and the organization........................................................2
Leadership style of the individual following the Five-Factor personality model, and examples of
the management and leadership roles..............................................................................................3
Explaining an incident when the individual solved a situation.......................................................5
Describing lessons learned from problem-solving..........................................................................7
References........................................................................................................................................9

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Identifying the individual, their position and the organization
The Human Resource Manager is in charge of the department and looks over the smooth
functioning of the firm. It is the duty of the HR manager to always have positive approach for
each and every operations in the organization and keep the same attitude to maintain the
employee and to motivate them to put in their best efforts(Herman, 2016).
The organization Graham Nielsen Constructions Pty Ltd. is based in Toowoomba region
in Queensland, Australia. It is a construction company that deals with commercial jobs, shop fit
outs, construction of tilt panels, renovations as well as new home building (Donate& de, 2015).
They provide proper service in the construction industry in areas such as Warwick, Gatton,
Darling Downs, Lockyer Valley as well as in other parts of Queensland. The people working in
the organization thrives in the areas of building, alterations, commercial constructions,
bathrooms that have been architecturally designed, contemporary as well as modifications for
disabled access, granny flats, kitchens, executive homes that are double story, office construction
and renovations, individual construction that have been designed individually, storage facilities,
residential constructions, and more (Donate& de, 2015).
Human Resource manager should keep thorough observations on those activities mentioned
above to track the performances of the employee as well to serve the clients with better results.
The HR manager is also responsible for providing proper customer services to the clients through
workmanship that is the first rate. However, to achieve the desired goal quality recruitment must
be ensured and the HR must provide further training to them as well. The main objective of a HR
team is to bring progress for every employee on an individual as well as collective level but the
benefits and the rights of the workers are also considered while doing so (Kearns, 2016). The HR

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manager has been recruited to check in with the workers that they are not cheated of their
rewards and benefits or the services they provide to Graham Nielsen Constructions Pty Ltd.
Leadership style of the individual following the Five-Factor personality
model, and examples of the management and leadership roles
The Five Factor Personality Model presents five scientifically discovered human
personality traits. This model helps to develop the personality of every individual from bottom
to top level and the HR manager should access this for further improvement. The HR manager in
Graham Nielsen Constructions Pty Ltd. has these traits too, and these are used by the person to
perform his leadership duties within the firm. These five factors define the leadership style of the
individual (Behringer& Sassenberg, 2015).
1. Openness (Intellect) refers to the originality, openness and the imagination of the
manager towards all the new experiences and the changes in the organization.
2. Conscientiousness (Dependability)refers to the manager’s conscientiousness and
consolidation of will for the achievement of goals (Behringer& Sassenberg, 2015).
3. Extraversion (Surgency)refers to the manager’s extraversion, which describes the comfort
level of the manager with any external stimuli (Cimirotić, Duller, Feldbauer-Durstmüller,
Gärtner & Hiebl, 2017).
4. Agreeablenessrefers to the ability to accommodate, agree, negotiate and adapt by the
manager.
5. Neuroticism (Emotional Stability) refers to the stability and the negative emotionality of
the manager (Cimirotić et al., 2017).
The leadership role played by the HR manager are as follows:

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 Provides a clear definition of the instructions to be followed to achieve high standards
of performance (Cimirotić et al., 2017).
 Encourages the aspect of partnership within the organization.
 Assists the newly appointed employees, people who lag behind or trainees.
 The person is responsible for the selection, recruitment, and training of individuals.
 Provides compensations and benefits to the employees.
Explanation of an incident when the individual solved a situation
As our point of discussion lies on the Graham Nielsen Construction PTY limited the
managerial role and the operational role holds the fact on the providing the guidelines of the
analysis where the effect on the intervention on the role of an employee (Nadiv, Raz, & Kuna,
2017).
In this case mentioned, the main area of the concern is the alteration of the management
and the managerial risk which implies the true potentiality of the awarding factor that an
employee receives. The fact holds on the architect of organizing the employee and also making
an impact on the value of the employee (Van De Voorde, & Beijer, 2015). The more we
interment on the studies and the role of the Human Resource Manager may act as a motivational
factor in the organizational growth in terms of employee concern (Van De Voorde, & Beijer,
2015).
The impact on the employees was highly beneficial as it boosted their individual
performance and adopted the ability to guide the team to every situation that may appear in near
future. This ensures better communication to uplift the organization. In terms of the analysis of
the whole team, the inhibiting factors play the most significant part of the standard of creating

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the positive atmosphere in the building of a team (Vilayphiou, Boutroy, Sornay-Rendu, Van
Rietbergen & Chapurlat, 2016). The positive impetuous creates a way of enhancing the ideas on
how to generate more employability for the positive outcomes that have a positive impact on
society (Kooij, & Boon, 2018). The others area of concern that in the process of the interview in
the construction company where the company has an effect of creating the aspiring factors and
the undermining effect of the surroundings where an employee holds the key (Vilayphiou et al.,
2016).In some cases, the team does not work properly then in that kind of situations where the
effect on the development of the new innovative ideas and applying the thought process of the
resource strategies (Vilayphiou et al., 2016).
Describing lessons learned from problem-solving
The dynamic vision reflects on the enhancement of motivating the employees, and also
functions in creating a better team spirit. The involvement of every individual provides
satisfaction, which is the main idea behind the strategically development of min games that
sometimes Human Resource Managers had to employ in some scenario (Kooij, & Boon, 2018).
Few companies deal with the unavailability of proper HR manager or scarcity of
experiences in the field of Human Resource management which creates issues in tough scenarios
for the organizations. The guidance is required to provide to an employee's so that the area of the
aspect of an organization may or may not hamper and on the basis of that the employee
satisfaction towards team building projects is of the essential needs (Van De Voorde, & Beijer,
2015).

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The building blocks of an employees is the main area of the concern which holds the true
responsibility and awareness for the HR and highlights on the fact of what is the most significant
factor for the development of the organization(Vilayphiou et al., 2016).
In most of the cases, it has been found that the employee on some areas may make
mistakes and due to this sometimes the identity crisis may prevail about the psychological factor
and the outcomes and the results of a direct impact on the effect on the employees. The idea of
the Human Resource manager sometimes may create panic among the employees. The survival
strategies that have to be employed at that point of time sometimes subsidized the effect (Van De
Voorde, & Beijer, 2015).
The implementation of the way of counseling and the guidance of an employee
sometimes formulate the effects based on the ideas and hypothesis (Sivathanu, &Pillai,2018). It
is assumed that the human psychological barrier had been achieved by the continuous guidance
and counseling to a particular employee and based on that psychological prospect, an employee
should develop the positive attributes towards his growth and success. On the contrary to the
above point of discussion the whole study capitalizes every possibility and originality of the
prospect (Vasilaki, Tarba, Ahammad, & Glaister, 2016).

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References
Behringer, N., & Sassenberg, K. (2015). Introducing social media for knowledge management:
Determinants of employees’ intentions to adopt new tools. Computers in Human
Behavior, 48, 290-296.
Cimirotić, R., Duller, V., Feldbauer-Durstmüller, B., Gärtner, B., & Hiebl, M. R. (2017).
Enabling factors that contribute to women reaching leadership positions in business
organizations: The case of management accountants. Management Research
Review, 40(2), 165-194.
Donate, M. J., & de Pablo, J. D. S. (2015). The role of knowledge-oriented leadership in
knowledge management practices and innovation. Journal of Business Research, 68(2),
360-370.
Herman, R. D. (2016). Executive leadership. The Jossey
‐Bass handbook of nonprofit leadership
and management, 167-187.
Kearns, K. P. (2016). Accountability And Entrepreneurial Public Management. Administrative
Leadership in the Public Sector, 15(3), 150.
Kooij, D. T., & Boon, C. (2018). Perceptions of HR practices, person–organisation fit, and
affective commitment: The moderating role of career stage. Human Resource
Management Journal, 28(1), 61-75.
Nadiv, R., Raz, A., & Kuna, S. (2017). What a difference a role makes: Occupational and
organizational characteristics related to the HR strategic role among human resource
managers. Employee Relations, 39(7), 1131-1147.

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Sivathanu, B., & Pillai, R. (2018). Smart HR 4.0–how industry 4.0 is disrupting HR. Human
Resource Management International Digest, 26(4), 7-11.
Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship
between high‐performance work systems and employee outcomes. Human Resource
Management Journal, 25(1), 62-78.
Vasilaki, A., Tarba, S., Ahammad, M. F., & Glaister, A. J. (2016). The moderating role of
transformational leadership on HR practices in M&A integration. The International
Journal of Human Resource Management, 27(20), 2488-2504.
Vilayphiou, N., Boutroy, S., Sornay-Rendu, E., Van Rietbergen, B., & Chapurlat, R. (2016).
Age-related changes in bone strength from HR-pQCT derived microarchitectural
parameters with an emphasis on the role of cortical porosity. Bone, 83, 233-240.