Essential Great Leadership Characteristics that Influence Strategic Talent Management
Article Sidebar
Main Article Content
Abstract
Background and Aims: Human capital has emerged as a key factor in driving innovation and organizational competitiveness in the modern knowledge society. Leadership has evolved beyond operational governance, positioning leaders as strategic enablers of talent development and culture architects. Organizations still struggle to match leadership practices with long-term talent goals, even though numerous leadership theories have been applied over the century. The fundamental traits of leadership are examined in this study along with how they affect strategic talent management (STM), specifically with regard to hiring, training, engagement, retention, and succession planning. Finding leadership traits that consistently support long-term human capital results was the goal of this study.
Methodology: A qualitative documentary research approach was employed to analyze peer-reviewed academic literature, international reports from organizations such as Deloitte and SHRM, and case studies of leadership in action, because there are a lot of study papers on the subject. Thematic coding was used to identify critical leadership attributes and examine their relationship to talent management activities.
Results: The results emphasize four essential leadership qualities that are widely acknowledged by scholars as being essential to STM success: relational trust, emotional intelligence, visionary thinking, and ethical governance. In order to improve employee engagement and retention, leaders create psychologically secure settings, cultivate cultures of continuous learning, and impact company branding. Additionally, leaders who actively mentor and encourage young talent are directly associated with successful succession planning.
Conclusion: The study concludes that the effectiveness of strategic talent initiatives depends on specific leadership behaviors. HR professionals should work together to define HR policies, and leadership development should include talent strategy thinking to help organizations build workforces that are resilient and future-ready. More empirical research is suggested in order to validate these concepts across a wide range of industries and cultural contexts.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Copyright on any article in the International Journal of Sociologies and Anthropologies Science Reviews is retained by the author(s) under the under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. Permission to use text, content, images, etc. of publication. Any user to read, download, copy, distribute, print, search, or link to the full texts of articles, crawl them for indexing, pass them as data to software, or use them for any other lawful purpose. But do not use it for commercial use or with the intent to benefit any business.
References
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1016/j.leaqua.2005.03.001
Backhaus, K., & Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International, 9(5), 501–517. https://doi.org/10.1108/13620430410550754
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
Boyatzis, R. E., Smith, M. L., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education, 5(1), 8–24. https://doi.org/10.5465/amle.2006.20388381
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616. https://doi.org/10.1016/j.leaqua.2006.10.004
Cappelli, P., & Tavis, A. (2018). HR goes agile. Harvard Business Review, 96(2), 46–52.
Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304–313. https://doi.org/10.1016/j.hrmr.2009.04.001
Collings, D. G., Mellahi, K., & Cascio, W. F. (2017). Global talent management and performance in multinational enterprises: A multilevel perspective. Journal of Management, 43(2), 540–569. https://doi.org/10.1177/0149206316673726
Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63–82. https://doi.org/10.1016/j.leaqua.2013.11.004
Drucker, P. F. (1999). Management challenges for the 21st century. HarperBusiness.
Ely, R. J., Ibarra, H., & Kolb, D. M. (2011). Taking gender into account: Theory and design for women’s leadership development programs. Academy of Management Learning & Education, 10(3), 474–493. https://doi.org/10.5465/amle.2010.0046
Gallup. (2020). It’s the Manager: Moving From Boss to Coach. Gallup Press.
Gallup. (2020). State of the Global Workplace: 2020 Report. https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2020.aspx
Garvin, D. A. (2013). How Google sold its engineers on management. Harvard Business Review. https://hbr.org/2013/12/how-google-sold-its-engineers-on-management
Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.
Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Review Press.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory over 25 years. Leadership Quarterly, 6(2), 219–247.
Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269–287. https://doi.org/10.5465/amr.2005.16387885
Hausknecht, J. P., Day, D. V., & Thomas, S. C. (2004). Applicant reactions to selection procedures: An updated model and meta‐analysis. Personnel Psychology, 57(3), 639–683. https://doi.org/10.1111/j.1744-6570.2004.00003.x
Hunt, J. M., & Weintraub, J. R. (2016). The coaching manager: Developing top talent in business (2nd ed.). SAGE Publications.
Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations (6th ed.). Jossey-Bass.
Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5), 1434–1452. https://doi.org/10.5465/amj.2013.0034
Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent. Harvard Business Press.
Mogalakwe, M. (2006). The use of documentary research methods in social research. African Sociological Review, 10(1), 221–230.
Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). Sage Publications.
Rothwell, W. J. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within (4th ed.). AMACOM.
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
Scullion, H., & Collings, D. G. (Eds.). (2011). Global talent management. Routledge.
SHRM (Society for Human Resource Management). (2015). SHRM competency model. https://www.shrm.org
Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. (2012). HR from the outside in: Six competencies for the future of human resources. McGraw-Hill.
