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Responsible leadership and engaging and retaining talent

Responsible leadership and engaging and retaining talent

Coulson-Thomas, Colin (2019) Responsible leadership and engaging and retaining talent. Effective Executive, XXII (4). pp. 7-21. ISSN 0972-5172 (In Press)

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Abstract

Responsible leadership involves acting responsibly towards the various stakeholders in an organisation. A challenge for corporate boards is to be simultaneously responsible to key corporate stakeholders, while at the same time acting responsibly towards the environment and wider society. Too often some interests are pursued at the expense of others. The people of an organisation represent a key group of stakeholders. Acting responsibly towards them can involve insuring they are properly supported and enabled to do what is expected of them, and in particular that they are helped to understand complex areas and undertake difficult and on occasion stressful tasks. Engaging and retaining talent can be a particular challenge. Some organisations spend large amounts on expensive people who are not engaged, effectively used or appropriately supported. Talent Management 2 involves: assessing the roles and tasks that contribute most to priority objectives; ensuring people undertaking them excel by putting relevant critical success factors in place; and providing the workgroups concerned with appropriate support. Responsible leadership involves providing practical, accessible, affordable and easy to use support. Capturing and sharing how high performing super-stars tackle particular tasks can be especially effective. Performance support can quickly enable people, workgroups and communities to excel at key tasks and simultaneously deliver multiple benefits for individuals, organisations and the environment.

Item Type: Article
Uncontrolled Keywords: leadership, responsible leadership, talent, talent management, engaging talent, engagement, retaining talent, retention, stakeholders, human resource management, HRM, human resource strategy, talent management strategy, ethics, business ethics, human capital management, stakeholder management, performance, performance management, performance improvement, people and technology, performance support, performance support tools, human capital challenges, acting responsibly, human resource development, talent development practices, recruiting or building talent, affordability, talent pools, exceptional talent, superstars, clever people, human resource investment, human capital investment
Subjects: H Social Sciences > H Social Sciences (General)
Faculty / Department / Research Group: Faculty of Business
Faculty of Business > Centre for Work and Employment Research (CREW)
Faculty of Business > Centre for Work and Employment Research (CREW) > Leadership & Organisational Behaviour Research Group (LOB)
Faculty of Business > Department of Human Resources & Organisational Behaviour
Related URLs:
Last Modified: 19 Dec 2019 09:34
Selected for GREAT 2016: None
Selected for GREAT 2017: None
Selected for GREAT 2018: None
Selected for GREAT 2019: None
URI: http://gala.gre.ac.uk/id/eprint/26375

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