Report on Leadership Skills: International Human Resource Director

This report examines the critical leadership skills required for an International Human Resource (HR) director. It emphasizes the importance of multitasking, highlighting the need to effectively manage various stakeholders and responsibilities within the organization. The report also underscores the significance of leadership skills in creating strategic plans and setting standards for the HR department. Furthermore, it delves into the crucial role of discretion and ethical behavior in decision-making processes, ensuring that the director's actions align with moral values and organizational goals. The report concludes by emphasizing the interconnectedness of these skills in enabling the HR director to effectively lead the workforce and contribute to the organization's overall success. References are provided to support the claims and findings of the report.

Running head: LEADERSHIP
International Human Resource
Name of Student
Name of Institution

LEADERSHIP 2
Contents
Introduction......................................................................................................................................3
Multitasking.................................................................................................................................3
Leadership....................................................................................................................................3
Discrete and Ethical.....................................................................................................................4
References....................................................................................................................................6

LEADERSHIP 3
International Human Resource
Introduction
The Human Resource (HR) department is important in performing several functions. The
department is tasked with monitoring the organizational culture, manages the talent recruitment
process and managing the workforce. The HR director is tasked with providing leadership to the
department. Possessing critical competencies in leadership, multitasking, and being ethical and
discrete are important ideal skills expected of the director.
Multitasking
Multitasking is a critical skill that that requires engaging with different people and
departments within an organization. The director will be engaged with his own department and
staff, the senior management, board of directors and investors. Having the ability to effectively
“wear” the correct hat at the right time is important while executing his diverse duties and roles
(Fritz & Guthrie, 2017). This requires in-depth knowledge of expectations of the various
stakeholders the directors may engage with. Kirchberg, Roe & Van Eerde (2015), state that this
allows for engagement with speed and flexibility.
Analytical skills go in tandem with the multitasking ability in order to make decisions
touching on issues, requests and questions that will inundate the director on a daily basis. The
analytical skill set will help the director to identify critical issues which demand their personal
attention and those which can be delegated. Analyzing new organizational policies requires
multitasking with different sections and departments with effective communication channels.
Hilder (2011), states that multitasking is also a good measure of effective time management by
simultaneous execution of different decisions within time that is limited.

LEADERSHIP 4
Leadership
Leadership skills are important while creating strategic plans for the organizational
workforce and the HR department. Lawler & Boudreau (2015), state that leading by personal
example sets the standard for the HR department which can then be used as the benchmark for
excellence for the rest of the organization. Efficiencies gained in discharging duty in the HR
department can be shared with the rest of the staff employed by the organization in order to
improve productivity.
Leadership is also important when a strategic plan is being implemented by the
organization. The functional elements of the plan should need leadership in communicating the
new paradigm and vision for the organization (Mayfield & Mayfield, 2016). As a leader, the HR
director will use personal skills sets of leadership as the champion of change, capability builder
and internal organizational activist for the new strategic plan. Marler (2012) posits that this
requires adopting a leadership style that is versatile and adaptable that links organizational
performance with leadership.
Discrete and Ethical
Discretion is an important competence important when exercising freedom to make
decisions within the constraints of authority (Catalin-Silviu, 2016). Issues that the director will
face on a daily basis will require using personal discretion to make judgments that are
appropriate. The judgment made should not adversely affect the employees or the organization.
Ethical behavior is important in addressing dilemmas within the organization on a variety of
issues. Elms, Brammer, Harris & Phillips (2010), state that these include responsibility to the
stakeholders and the organization based on moral values. Strategic plans affecting the corporate
environment will also be affected by ethical behavior of the director.

LEADERSHIP 5
The role of the HR is important in an organization in providing leadership for the
workforce both at the departmental and organizational levels. The HR director should ideally
possess skill sets that allows for undertaking different tasks simultaneously. The leadership style
of the director will help in actualizing organizational strategic plans. Ethical behavior and
discretion will help the director make decisions that are moral, humane based on personal
judgment.

LEADERSHIP 6
References
Cătălin-Silviu, S. (2016). Competence determined strictly by the law and the discretionary power
of public administration. Juridical Tribune, Vol 6, Iss 2, Pp 247-251 (2016), (2), 247.
Elms, H., Brammer, S., Harris, J. D., & Phillips, R. A. (2010). New Directions in Strategic
Management and Business Ethics. Business Ethics Quarterly, 20(3), 401.
Fritz, M. R., & Guthrie, K. L. (2017). Values clarification: Essential for leadership learning.
Journal Of Leadership Education, 16(1), 47.
Hilder, B. (2011). Essential Time Management : How to Become More Productive and Effective.
London: Marshall Cavendish International [Asia] Pte Ltd.
Kirchberg, D. M., Roe, R. A., & Van Eerde, W. (2015). Polychronicity and Multitasking: A
Diary Study at Work. Human Performance, 28(2), 112-136.
doi:10.1080/08959285.2014.976706
Lawler, E. E., & Boudreau, J. W. (2015). Global Trends in Human Resource Management : A
Twenty-Year Analysis. Stanford, California: Stanford Business Books.
Marler, J. H. (2012). Strategic Human Resource Management in Context: A Historical and
Global Perspective. Academy Of Management Perspectives, 26(2), 6-11.
Mayfield, M., & Mayfield, J. (2016). The Effects of Leader Motivating Language Use on
Employee Decision Making. International Journal Of Business Communication, 53(4),
465. doi:10.1177/2329488415572787