scholarly journals Human Resource Development and Executive Leadership Succession Planning in Nonprofits

2019 ◽  
Author(s):  
Robert Yawson
Keyword(s):  
Leadership Development ◽  
Nonprofit Organizations ◽  
Human Resource Development ◽  
Human Resource ◽  
Succession Planning ◽  
Resource Development ◽  
Executive Leadership ◽  
Leadership Succession ◽  
Non Profit ◽  
For Profit

<p>This paper explores the challenges of executive leadership and human resource development in a nonprofit setting. While human capital is a vital asset to any organization, it is particularly vital to nonprofit organizations, which expect their employees to work for less, and often do more, than their counterparts at for-profit companies. Managing these resources presents some challenges. Some of these challenges are similar to the challenges that for-profits face, such as attracting and retaining talent and developing leaders. Some of the challenges are unique, such as managing volunteers and the high-burnout rates of non-profit employees. Executive Leadership Development (ELD) is also a critical challenge faced by nonprofits. However, all Human Resource Development (HRD) issues within a nonprofit setting must be tackled with the organization’s mission in mind. </p>

scholarly journals Human Resource Development and Executive Leadership Succession Planning in Nonprofits

2019 ◽  
Author(s):  
Robert Yawson
Keyword(s):  
Leadership Development ◽  
Nonprofit Organizations ◽  
Human Resource Development ◽  
Human Resource ◽  
Succession Planning ◽  
Resource Development ◽  
Executive Leadership ◽  
Leadership Succession ◽  
Non Profit ◽  
For Profit

<p>This paper explores the challenges of executive leadership and human resource development in a nonprofit setting. While human capital is a vital asset to any organization, it is particularly vital to nonprofit organizations, which expect their employees to work for less, and often do more, than their counterparts at for-profit companies. Managing these resources presents some challenges. Some of these challenges are similar to the challenges that for-profits face, such as attracting and retaining talent and developing leaders. Some of the challenges are unique, such as managing volunteers and the high-burnout rates of non-profit employees. Executive Leadership Development (ELD) is also a critical challenge faced by nonprofits. However, all Human Resource Development (HRD) issues within a nonprofit setting must be tackled with the organization’s mission in mind. </p>

Exploring the Relationship Between Diversity Intelligence, Emotional Intelligence, and Executive Coaching to Enhance Leader Development Practices

2018 ◽  
Vol 20 (3) ◽  
pp. 285-298
Author(s):  
Jenell L. S. Wittmer ◽  
Margaret M. Hopkins
Keyword(s):  
Emotional Intelligence ◽  
Leadership Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Interpersonal Relationships ◽  
Executive Coaching ◽  
Resource Development ◽  
Practical Applications ◽  
Practical Support ◽  
Human Resource Development Professionals

The Problem Leadership development is one of the most pressing issues for human resource practitioners within organizations. Recently, coaching to enhance emotional intelligence (EQ) has become a major focal area for human resource and leadership development. The concept of EQ has received overwhelming research and practical support, suggesting that it, more so than technical skills or cognitive ability, is the key determinant of success in leaders. However, EQ alone may not help leaders in creating an inclusive work environment and proactively recruiting and developing diverse employees. The Solution Diversity intelligence (DQ), recently introduced by Hughes, is another important skill that has significant impact on the interpersonal relationships at work. The current article seeks to integrate the concepts of EQ and DQ with a practical and strategic approach for human resource development professionals. A theoretical review, qualitative examination, and practical application of the main models of EQ with a focus on how specific components of these models can be utilized in coaching for increased DQ is presented. Using concepts of executive coaching and general principles of leadership development, the current study examines which facets, or dimensions, of EQ should be highlighted and developed to increase DQ. The Stakeholders In addition to identifying which facets of each EQ model are essential for DQ, practical applications for human resource development practitioners and leaders are presented.

scholarly journals Enhancing Sustainable Stingless Beekeeping Production through Technology Transfer and Human Resource Development in Relationship with Extension Agents Work Performance among Malaysian Beekeepers

2019 ◽  
pp. 1-12
Author(s):  
Ibrahim Aliyu Isah ◽  
Oluwatoyin Olagunju ◽  
Mohd Mansor Ismail ◽  
Salim Hassan ◽  
Norsida Man
Keyword(s):  
Leadership Development ◽  
Technology Transfer ◽  
Human Resource Development ◽  
Human Resource ◽  
Social Skill ◽  
Work Performance ◽  
Resource Development ◽  
Extension Agents ◽  
Technology Evaluation ◽  
Technology Dissemination

Stingless beekeeping is not only a profitable activity to Malaysian beekeepers but also to Malaysian economy. However, natural honey has faced some difficulties which resulted to low production due to lack of information on improved technology as well as capacity and potential building of stingless beekeeping farmers which depend mostly on information received from the extension agents. Hence, it is the responsibility of the extension agents to give useful information on the available technology and develop the capacity of the farmers to take right decision that will improve their level of production. This study assessed how technology transfer and human resource development skills influences work performance of the extension agents towards sustainable beekeeping production among beekeepers. The study sought to establish the role of relevant technology transfer and human resource development skills in effective performance. The research design was descriptive and quantitative survey of stingless beekeepers on technology transfer and human resource development by the extension agent. Data was obtained from 54 beekeeping farmers and was analyzed using descriptive and inferential statistics. The results revealed that technology skill, technology dissemination skill, technology evaluation skill, Decision making process skill, Leadership development skill and work performance were rated moderate by stingless beekeeping farmers while Social skill was rated high. Significant and positive correlation (P<0.01) existed between all variables and performance. Regression results showed that leadership development skill, Decision making process skill, and social skill are significant (P = .05), while technology skill, technology dissemination skill, technology evaluation skill are not significant. The highest contributing factor is social skill (β=.446). Beekeeping is a profitable project in Malaysia and can be sustained if the extension services and programmes are well carried out by competent extension agents and relevant agricultural government agency.

Developing entrepreneurial resilience: implications for human resource development

2017 ◽  
Vol 41 (6) ◽  
pp. 519-539 ◽  
Author(s):  
Jin Lee ◽  
Jia Wang
Keyword(s):  
Leadership Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Empirical Studies ◽  
Resource Development ◽  
Theory Building ◽  
Integrative Model ◽  
Resilience Theory ◽  
Research Attention ◽  
Content Type

Purpose Leadership development has attracted much research attention within the human resource development (HRD) community. However, little scholarly effort has been made to study a special group of leaders – entrepreneurs. This paper aims to fill in this knowledge gap by taking a close look at entrepreneurial resilience, a key ability of entrepreneurs to overcome challenges and adapt to uncertainties. Design/methodology/approach This paper conducted an extensive literature review using conceptual analysis as the primary method. Enablers and inhibitors affecting entrepreneurial resilience development were identified from the selected empirical studies. Findings From the analysis of empirical studies, a set of enablers and inhibitors was identified, and the effects on entrepreneur resilience were explored. Based on identified enablers and inhibitors, an integrative model of entrepreneurial resilience that serves as a building block for entrepreneurial resilience theory building was proposed. Originality/value Findings from this research and the newly proposed model will not only contribute to the much-needed entrepreneurial resilience theory building but also serve as a useful guide for human resource professionals and trainers in designing leadership development interventions.

Emotional intelligence research within human resource development scholarship

2016 ◽  
Vol 40 (2) ◽  
pp. 90-110 ◽  
Author(s):  
Forouzan Farnia ◽  
Fredrick Muyia Nafukho
Keyword(s):  
Emotional Intelligence ◽  
Content Analysis ◽  
Leadership Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Group Process ◽  
Resource Development ◽  
The Body ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this study is to review and synthesize pertinent emotional intelligence (EI) research within the human resource development (HRD) scholarship. Design/methodology/approach – An integrative review of literature was conducted and multiple electronic databases were searched to find the relevant resources. Using the content analysis technique, the literature was reviewed and thematically organized. Findings – Seven major themes emerged through the process of content analysis on the body of the reviewed literature. The themes which described the presence of EI-related research within the field of HRD, included: Conceptual connections between EI and HRD; various aspects of EI training and development; the strengths and weaknesses of different EI measurement tools; EI profiles of individuals across various careers; the influence of context in the interpretation of EI; the role of EI in productive interpersonal interactions; and, finally, the impact of EI in leadership development and performance. Research limitations/implications – The search for this review was limited to peer-reviewed published EI-related articles which contained the keywords “human resource development” or “HRD”. While the field of HRD encompasses a wide variety of areas, this study has the limitation of excluding other relevant articles that did not contain the key terms. Originality/value – The originality of this study lies in its focus on EI and developing human resources. It argues that EI is a legitimate organization development intervention that can be effectively utilized to improve performance at individual, group, process and organizational levels.

Positive Leader Development

2022 ◽  
pp. 161-196
Author(s):  
Paula Figueiredo ◽  
Cristina Nogueira da Fonseca
Keyword(s):  
Leadership Development ◽  
Theoretical Model ◽  
Positive Psychology ◽  
Human Resource Development ◽  
Human Resource ◽  
Organizational Context ◽  
Resource Development ◽  
Leader Development ◽  
Proposed Model ◽  
Organizational Theories

Organizations are increasingly investing in human resource development. The positive psychology approach warns of the importance of strengthening the forces. Leveraging the strengths is a way to achieve better results and even minimize the weaknesses of the leader. It is this assumption that positive psychology adds to the human resource development, which includes the leadership development. This chapter aims to propose a theoretical model about positive leader development supported by the positive psychology approach. This model comes from the literature to the evolution of leadership and organizational theories and the positive psychology. Positive leader development model seeks to enhance leadership development within an organization with a positive psychology approach. The literature shows the advantages of strengthening forces in the organizational context. So, it is necessary to systematize a theoretical model that facilitates the positive leader development in organizations. The proposed model is based on the study by Malinga, Stander, and Nell.

The barriers and enablers to career and leadership development

2019 ◽  
Vol 27 (4) ◽  
pp. 857-874 ◽  
Author(s):  
Susan Elizabeth Mate ◽  
Matthew McDonald ◽  
Truc Do
Keyword(s):  
Leadership Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Developmental Relationships ◽  
Content Type ◽  
Gender And Work ◽  
Barriers And Enablers ◽  
Male Dominated ◽  
Main Barrier

Purpose The purpose of this study is to contrast how the relationship between career and leadership development and workplace culture is experienced by women in two different countries and the implications this has for human resource development initiatives. Design/methodology/approach The study used a qualitative narrative research design to understand how the lived experiences of Australian and Vietnamese early- to mid-career female academics is engendered. Findings The study identified a number of key barriers and enablers that affected women’s career and leadership development. For the Australian participants, the main barrier included the competing demands of work and life and male dominated organisational cultures that discriminate against women in covert ways. The main enabler was mentoring and the building of professional networks that provided their careers with direction and support. For the Vietnamese participants, the main barriers were overt and included male-dominated organisational and societal cultures that limit their career and leadership development opportunities. The main enabler was having a sponsor or person with power in their respective organisation who would be willing to support their career advancement and gaining recognition from colleagues and peers. Research limitations/implications Gaining a deeper understanding of the barriers and enablers that effect women’s career and leadership development can be used to investigate how culturally appropriate developmental relationships can create ways to overcome the barriers they experience. Originality/value The study analysed the contrasting experiences of barriers and enablers from two cultures. The participants narrated stories that reflected on the gender politics they experienced in their career and leadership development. The narrative comparisons provide a unique lens to analyse the complex cultural experience of gender and work with potential implications for human resource development.

Human Resource Development Obstacles Measure

2019 ◽  
Author(s):  
Negin Fallah Haghighi ◽  
Masoud Bijani ◽  
Morteza Parhizkar
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development
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