Jerry W. Gilley

Organizational Change and Characteristics of Leadership Effectiveness

The existing literature suggests that numerous variables affect a leaders effectiveness. In this study, the authors examine behaviors associated with leadership effectiveness in driving change. Results indicate that specific leader behaviors—the ability to motivate, communicate, and build teams—are predictors of successful implementation of organizational change.

Integrated theoretical model for building effective teams

The purpose of this article is to construct an integrated theoretical model for building effective teams based on a literature review guided by several research questions on all aspects of teams, team building, team member selection, team development, and theoretical constructs that affect the development of effective teams. The principal outcome of this article is a relationship model that is grounded in the teams, teamwork, and team building literature and based on several theoretical frameworks. This rigorous model may be applied consistently among human resource development (HRD) practitioners and scholars to assist them in building effective teams.

Practitioners in Applied Professions: A Model Applied to Human Resource Development

The problem and the solution. There’s no doubt that the theory—practice gap exists in HRD and in most applied professions. However, it is time to move beyond belaboring this gap and toward figuring out specific ways to lessen it.We need new models on which to build.This article offers just such a model—a way to conceive of the different ways that practitioners utilize and contribute to the scholarship of HRD. The model outlines four distinct types of practice and the characteristics of these different types of practitioners. Implications for professional development and professionalization of individuals in HRD, as well as the field of HRD itself, are discussed.

Change Theory in CPE and HRD: Toward a Holistic View of Learning and Change in Work

The problem and the solution. Whereas human resource development, for the most part, addresses organizational levels of learning and change, continuing professional education focuses on these processes largely through the lens of individual practitioner learning and development. Each of these perspectives provides a helpful but incomplete notion of work-related learning and change.To increase their effectiveness, these fields need to be grounded in a more holistic understanding of workrelated learning and change and how it can be facilitated.

Developmental Leadership: A New Perspective for Human Resource Development

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.

The “Science of HRD Research” Reshaping HRD Research Through Scientometrics

We explore opportunities for assessing and advancing Human Resource Development (HRD) research through an integrative literature review of scientometric theories and methods. Known as the “science of science,” scientometrics is concerned with the quantitative study of scholarly communications, disciplinary structure and assessment and measurement of research impact. The integrative review of scientometric literature showed importance in evaluating HRD research and publications, including citation analysis, citing behavior analysis, and Social Science Citation Index (SSCI) journal quality control process. We discuss three major implications for engaging HRD scholars in evaluating and assessing HRD research and scholarly communications for the quality control and self-regulation of HRD research.

The Competencies Used by Effective Managers to Build Teams: An Empirical Study:

Despite the abundance of research on teams and their benefits to organizations, little attention has been paid to management’s role in building effective teams. This study investigated the relationship between specific managerial competencies and building teams, and identified the primary predictors of a manager’s success in facilitating teams to be able to involve employees in decision making, coach others, and communicate effectively.

Means vs ends: theorizing a definition of human resource development

The purpose of this paper is to analyze the extant human resource development (HRD) definition research literature and theorizes a new definition of HRD.,The authors adopted keyword and content analyses to examine selected 32 HRD definitions in relation to different organizational and sociopolitical contexts base on theory development criteria and methodology for definition research.,From a theoretical perspective, the extant definitions were mostly empirical descriptions of HRD practice with conceptualization being absent. From a context perspective, the definitions were based on HRD phenomena indigenous to the western world, especially the USA and Western Europe. They can hardly explain HRD phenomena in a non-western context. The glaring gaps lead to theorizing a new definition by focusing on the hard core of HRD in defining and criterial attributes. The defining attribute of HRD is its host-system-dependence, and the criterial attributes are its shaping and skilling mechanisms.,This study unveils that HRD is a means to support the ends defined by the corresponding host system, and not an end in itself. This definition is applicable to different sociopolitical, cultural, and organizational contexts. It provides clear criteria and boundaries to gauge the relevance of HRD research and shows the unique identity of HRD, thus offering new directions to expand the landscape of HRD research.,The new definition can help human resources practitioners better understand the role and mechanism of HRD that the worldwide practitioners can resonate in various sociocultural and political contexts. Communicating the definition and goals of HRD will enhance internal clients’ understanding and appreciation of the value of HRD.,This study fills important research gaps in HRD definition research. It is the first HRD definition derived through a rigorous theory development process. The new definition connects the HRD research niche to the general human resource literature and lead to new HRD research.