Reminder: SAGE is giving away five management books, winners to be announced on Monday. Visit Twitter @SAGEManagement and retweet the relevant tweets for the following books to enter for a chance to win:
Making Strategy: Mapping Out Strategic Success, 2/e by Fran Ackermann and Colin Eden, both at University of Strathclyde, UK
The Coaching Manager: Developing Top Talent in Business, 2/e by James M. Hunt and Joseph R. Weintraub, both at Babson College
Leading Edge Marketing Research: 21st Century Tools and Practices by Robert J. Kaden, The Kaden Company; Gerald Linda, Gerald Linda & Associates; and Melvin Prince, Southern Connecticut State University
The Humanitarian Leader in Each of Us: 7 Choices That Shape a Socially Responsible Life by Frank LaFasto, Sr. VP Cardinal Health, Retired and Carl Larson, University of Denver
The Essential MBA by Susan Miller, University of Durham, UK
Jerry W. Gilley, The University of Texas at Tyler, Paul M. Shelton, George Fox University, and Ann Gilley, Ferris State University, published “Developmental Leadership: A New Perspective for Human Resource Development” in the August 2011 issue of Advances in Developing Human Resources. If you would like read other articles in this issue, please click here.
Research indicates that numerous variables influence an organization’s ability to change and innovate. There is a need to understand a leadership model that focuses on the aspects of human resource development (HRD). Furthermore, it is important for the HRD model of leadership to foster and support creativity and innovation in organizations. In response to this need, this article identifies and explains a developmental leadership model rooted within the HRD framework of organized learning, change, interventions, and development. The focus of this work is to discuss how a developmental leadership style can generate new perspectives in HRD that translate to innovation for the organization. Consequently, this article shares a theoretical model for different roles that make up developmental leadership in practice activities, while exploring the construct of development leadership, its purpose, roles, core values, characteristics, and impact on innovation and creativity. This article explores the potential of Developmental Leadership in HRD as a driver of organizational innovation. The stakeholders involved are organizations, leaders, and followers. A clear understanding of developmental leadership and innovation informs ways of doing business at many levels.
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