HRM practice01
Negotiation and conflict: work with interests, evidence and boundaries
Prepare for difficult conversations by separating the issue, the relationship and the decisions each party can make.
ADM HR4 min
HRM / subject guide
Leadership & professional skills
Develop the judgement, relationships and practical skills needed to lead people and influence change.
A suggested reading route
From understanding to practice.
Begin with the first guide, or choose the question you are working on. Each guide connects explanation, application, limitations and further reading.
Leadership · judgement & practice02
Adair’s Action-Centred Leadership
Balance achievement, teamwork and individual development without pretending that each needs equal time every day.
John Adair6 min
Leadership · judgement & practice03
Situational leadership: Hersey, Blanchard and SLII
Adapt direction and support to a specific task while distinguishing the original model from Blanchard’s later version.
Paul Hersey6 min
Leadership · judgement & practice04
Goleman’s six leadership styles
Choose among direction, development, connection, participation, high standards and command with attention to their effects.
Daniel Goleman6 min
Leadership · judgement & practice05
Transformational leadership
Connect meaningful direction with learning, individual development and credible everyday behaviour.
James MacGregor Burns6 min
Mobilise & sustain change06
Kotter’s change framework
Use the framework to organise support and remove obstacles, with room for feedback rather than a rigid campaign script.
John P. Kotter4 min
Readiness · movement · stability07
Lewin’s change lens
Explore what keeps a pattern in place, what makes change possible and what will sustain a better way of working.
Kurt Lewin4 min
People analytics · technique08
Root-cause analysis: investigate the system
Root-cause analysis is often used as shorthand for investigating why a problem occurred.
Statistical and evaluation practice5 min
Leadership · judgement & practice09
Transactional leadership
Use clear expectations and fair exchanges while distinguishing active management from waiting for failure.
James MacGregor Burns6 min
Leadership · judgement & practice10
Lewin, Lippitt and White’s leadership styles
Compare leader control, participation and hands-off behaviour without confusing autonomy with abandonment.
Kurt Lewin, Ronald Lippitt6 min
Leadership · judgement & practice11
Blake and Mouton’s Managerial Grid
Explore concern for people and concern for production as two dimensions, rather than a single trade-off.
Robert R. Blake6 min
Leadership · judgement & practice12
Tannenbaum and Schmidt’s leadership continuum
Make the boundary between the manager’s authority and the team’s discretion explicit.
Robert Tannenbaum6 min
Leadership · judgement & practice13
Servant leadership
Prioritise the growth and agency of others while retaining clear standards and responsibility.
Robert K. Greenleaf6 min
Leadership · judgement & practice14
Leader–Member Exchange theory
Examine the quality and fairness of each leader–employee relationship, including access to opportunity.
George B. Graen6 min
Where this subject grows next
This is a foundation, not complete coverage of every handbook chapter.
- Business acumen and project skills
- Facilitation and difficult-conversation practice