Purpose
Business environments have become more complex, dynamic, and uncertain in the past few decades. To navigate this complexity, organizations need to enhance their competitiveness, improve performance, and build leadership. Though leadership contributes to strategic advantage, the challenge for human resources (HR) to build the next generation of leaders remains. This has sparked the need for practitioners to understand the role of HR in enhancing leadership capability.
Design/methodology/approach
Using qualitative analysis and practitioner insights, this paper contributes to the understanding of the role of HR in leadership development.
Findings
The study proposes the HR PACE model for the role of HR in leadership development.
Practical implications
This study has potentially significant implications for HR, leadership development scholars, and practitioners while designing and implementing leadership development in organizations.
Originality/value
While empirical studies on how HR practices of recruitment, performance management, training, and development impact organizations exist, there are rare studies assessing the role of HR in leadership development. This study examines the role of HR in leadership development.
