This research study advances the study of strategic human resources management and the role of the human resources leader in driving organizational change. The study extends the emerging field of organizational discourse and its impact on organizational transformation by centering on the conversations that senior executives have with their Human Resources Executive (HRE). External business realities and challenges require the HRE to facilitate, initiate, engage, and support senior management or executive stakeholders through relevant and applicable dialogue, discourse, and conversations to demonstrate the leadership necessary to successfully transform the organization. Such discourse is the prime means by which an organization establishes its identity and through which it drives organizational transformation. The HRE, acting as a strategic business partner, is responsible and accountable for leading this transformation. Therefore, this phenomenological qualitative study sought to understand these conversations as defined in the lived experiences of senior executives through their interactions with the HRE. In-depth and structured interviews of twenty senior executives were conducted. Conversation is an important part of effective leadership and change and to properly channel and navigate complex organizational transformation, senior leadership conversations provides perspective, direction, meaning, and purpose. Seven themes gleaned from these interviews on the conversations with the HRE have been identified. These themes range from the resourcefulness, instincts, and creativity of the HRE to the trustworthiness, empathy, and purposefulness of these conversations. This research study brings awareness to the critical and essential role of these conversations in influencing change, leadership, and strategic organizational approaches.
|Adviser||April Boyington Wall|
|Subjects||Management; Communication; Organizational behavior|
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