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This study aims to examine the impact of leadership development programs on organizational outcomes and organizational effectiveness.

Using a grounded theory approach, semi-structured interviews were conducted with 15 executive leaders from aviation firms in Brazil with employees participating in a leadership development program. NVivo12 was used for coding and managing the data. Thematic analysis was performed to determine themes and categories.

The leadership development program was found to influence organizational level outcomes identified as themes of internal impact, external impact, skill development and capacity. The interviews also found that executive leaders perceived the leadership development program to impact organizational effectiveness. Connections to human capital, social capital and collective leadership were found as outcomes of the leadership development program contributing to organizational effectiveness.

The findings are dependent upon the executive leaders’ interviews and are limited sample size. The protocol of subjective inter-coder reliability was followed supporting the credibility and dependability of the findings; however, researcher bias may still be present in qualitative studies. Generalizability outside of the Brazilian aviation context is cautioned until further studies in additional contexts and industries are completed.

The findings of this study support leadership development programs as impactful on organizational outcomes and effectiveness. Incorporating leadership development programs as part of human capital management strategies supports organizational effectiveness through increased collective leadership capacity, human capital development and social capital.

A large amount is known regarding the outcomes for individuals as a result of leadership development programs with less examination on the contribution to organizational level outcomes and organizational effectiveness. This study aids in bridging this gap.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

All people working in organisations learn and develop to some extent over time. The outcome of this development varies as widely between individuals as people themselves vary from one another. Some people achieve top managerial positions in industry and commerce in their late twenties or early thirties while others have to wait to the final stages of their working careers to achieve such positions. Some struggle at stages throughout their careers and achieve only moderate success; others do not seem to try at all. Management training and development activities are aimed at providing better opportunities and facilities for such development to meet the need of organisations to improve management performance. In practice these activities are designed to meet overall organisational needs and to conform with general behavioural and learning theories. The crucial significance of individual differences in motivation and ability to learn and develop is seldom, if ever, consciously exploited as a route towards securing real improvements in management performance. It is the contention of this paper that self‐development is such an approach.

The ecological framework focuses on ecosystems, natural resources, agricultural practices, geographical locations, conservation and environmental management. Recently, ecology has provided the underlying framework for sustainability development and reporting. This paper aims to relate the ecological approach to the environmental and conservation objectives embedded in sustainability development and reporting.

The paper argues that sustainability reporting is an organizational development and management program that has to be studied within the context of ecological ethics. It examines the evolution of sustainability reporting in relation to triple bottom line (TBL) accounting systems prepared to report the economic, social and environmental objectives of organizations.

The paper shows that sustainability is a question that transcends several disciplines, including accounting and sociology. While sustainability has been within the domain of sociology (human ecology) and ecological anthropology, recently the subject has attracted researchers from other disciplines, notably from accounting and business management. This paper notes that sustainability development will continue to be of importance to financial accounting reports. TBL reporting has become a competitive advantage for many business organizations for sustained profitability and growth.

The paper examines how governmental and corporations' natural resources conservation efforts have shaped the disclosure of environmental and social information in sustainability accounting reports. It applies theories of functionalism, institutional legitimacy, adaptation, incremental and transformational growth strategies from the organizational ecology and sociology literature to study the evolution of sustainability development and reporting.

Accounting has benefited from sociological theory and methods of research. It highlights the importance of ecological issues in shaping the preparation of sustainability reporting in accounting systems, a subject of interest to practitioners and accounting researchers.

The paper is one of the few attempts to relate ecology and sustainability to accounting reports. It integrates the sociological and organizational development literature related to ecology to advance behavioral accounting research in sustainability reporting beyond current social and environmental issues.

This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness.

The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30).

The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise.

This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.

Personality profiling in today’s business world has become an essential organisational development practice targeted at identifying a set of employees' traits, which differentiate an employee from one another. Given the assumption that personality traits form an essential indicator of developing the potential of an individual workforce, possible to establish how employees function in a certain job role and their suitability for the particular tasks in an organisation. This study aims to explore the relationship between personality traits, assessment centres (ACs) quality and management development in Nigeria telecommunication organisation among its managers.

The study employed multi-stage sampling techniques and further stratified the hierarchy of the management and finally used a simple random sampling strategy on each stratum. A combination of 482 managers in Nigerian telecommunication organisations participated in this study. The study investigated 12 hypotheses and 1 mediating postulation. Multiple scales were adapted to measure dimensions of endogenous and exogenous variables along the path of mediating variables of the study. The study employed a cross-sectional survey approach to administering the research instrument across all the departments among the managers of the organisations. A structural equation model of assessment was used to analyse the data collected from managers of the telecoms organisations.

The outcome of the study was significant, 10 of the postulated hypotheses were found to be significant while 3 were not significant. The study revealed that a combination of openness to experience, conscientiousness, neuroticism, agreeableness and extraversion personality have no significant relationship with the AC. Also, employees who are high in neuroticism like being emotionally unstable did not find a significant relationship with the AC. In a similar situation, the combined effect of all the big-five personalities was not significant in management development among the managers of the telecommunication industry. The AC is discovered to mediate between personality traits and management development. Individually, the big-five model finds a significant relationship with AC and management development, respectively.

The study is restricted to managers of the Nigerian telecoms industry alone and not all the entire workforce. It adopted cross-sectional analysis to make an inference on all the managers of the organisations. The implication is that the period of the view of a particular point in a sequence of the event may not be representative. Another implication is that the results from the cross-sectional design are for the relationship, and they do not indicate causation.

In practice, this study has shown that personality profiling is important to managing organisational behaviour to highlight a set of traits of employees suitable for peculiar roles. This study implies that personality elements constitute a vital signal of the potential development of the workforce. It helps to illuminate an individual functioning style in a certain task situation, therefore determining both professional and managerial suitability in performing a given role.

The fast pace of innovation and disruption in business processes and technology today requires employees of organizations to be continuously up-skilled and be able to adapt to changing practices. Training needs are becoming more personalized. Micro-learning and byte-sized training modules, easily accessible to employees, as and when required, are some of the major organizational needs. Training and development programs should be designed keeping in mind factors of employee engagement, involvement and extent of training transfer. The purpose of this paper is to explore whether artificial intelligence (AI) can lead training and development processes in organizations in the years to come.

The author has interviewed 27 HR and training professionals, in person, from across eight organizations in the FMCG, oil and natural gas and clothing and apparel industries. All these organizations have an annual turnover of greater than US$14.5m. A formal questionnaire was not followed since this research explores a new field in academia. Open-ended questions were used in the interviews, of which eight were common across all interviews. The mean interview duration was 25 min 33 s. The objective being to capture ideas and identify future trends, the analysis was done on a percentage basis and served as the foundation for a new training and development needs model for organizations.

Among the 27 HR/training professionals interviewed, 92.6 percent respondents believed that their organization/department requires knowledge management practices while 40.7 percent require the training content delivered to a fixed category of employees, to be updated continuously. Personalized learning was mentioned as a requirement by 63 percent of the respondents. In total, 92.6 percent HR/training professionals believed training programs should involve high employee engagement. In total, 51.9 percent would prefer on-the-go learning tools for their employees, while 33.33 percent respondents believed an intuitive e-learning interface would be useful for their organization/department. The findings also led to the foundation of an SIP model, which shall be useful in providing direction to AI systems in training and development practices.

The paper opens up avenues for further research to be conducted in identifying the areas of impact of AI in training and development. It paves the way for researchers to quantify training effectiveness and measure it with the help of AI.

The objective of the paper is to explore the opportunities for AI in training and development practices. Having identified the opportunities, it shall drive the practice of using AI across industries.

The thoughts in the paper have been ideated by the authors organically. Relevant data points from referred sources have been cited to back up those thoughts.

The purpose of this article is to provide a basis for comparing the interactions between the level of environmental support for leadership development and individual leadership characteristics in determining leadership selection and effectiveness within organizations.

A contextual model of leader selection and effectiveness examining the interactions between the level of environmental support and individual leadership characteristics to predict specific research propositions based on organizational needs is presented. The paper first provides an overview of leadership selection and effectiveness research and then illustrates a contextual model of leadership selection and effectiveness. The model design is based on a four‐quadrant structure with two propositions being suggested for each quadrant. Findings – Describes the context and proposed outcome of each respective quadrant for identifying and selecting potential leadership talent within an organization. The model also highlights the tendencies of organizational leadership to promote or select potential leadership talent from predictable employee groups based on how they match preconceived expectations. Research limitations/implications – The model has not yet been tested empirically. Practical implications – A very useful approach for organizations looking to improve their internal leadership development capabilities and leadership selection processes. This model lays the foundation for leadership identification and selection from all areas of an organization while emphasizing the necessity for leadership development at all levels. Originality/value – All organizations face the challenge of leadership identification, growth, development and effectiveness. This paper offers insights into understanding how leaders are identified for growth and development within an organization and how individuals within those organizations perceive themselves participating in leadership opportunities.

Personnel specialists often bear the brunt of organisational change. Whether through the painful experiences of managing a redundancy, or as company representatives negotiating the introduction of new technology with trade unions, the shock waves of organisational change permeate most aspects of the personnel function sooner or later. Over recent years, much effort has been directed towards understanding the processes and problems of organisational change and of developing ways of more satisfactorily dealing with it. Much of these efforts have been drawn together into a body of techniques, ideas, case studies and more general wisdom which has acquired a distinctive identity.

This research sets out to examine how the process for developing a training needs analysis tool could influence organisational change.

The organisation that is the subject of this research is a large, complex health system which is in transition from a traditional bureaucratic, hierarchy with a command and control management style to a more participative, people centred approach. A processual, organisation development, action research‐based approach to the development of a training needs analysis process was taken in the study so that the changes desired in the organisation could be modelled in the first instance and secondly, in order to learn and understand more about what works and does not in order to continuously develop and progress the change agenda. In order to do this a parallel structure was established through which to progress the process which was tracked in an action research process. In addition, a series of interviews were conducted with top and senior management in order to ascertain their views about the process, its necessity, roles in relation to it, its potential benefits and how to introduce the process across the organisation.

A number of key points emerged from the research: first, the culture and change issues arising during the development of the learning and development needs analysis process were very significant. Second, the development and piloting of the needs analysis process needed to be approached as a change management process. Third, linking the needs analysis process with existing organisational processes was a key factor in the success of the process and created a strategic dimension. Finally, in a large, complex organisation a balance must be struck between standardisation and customisation of the needs analysis process to allow for the different structures, subcultures and levels of readiness in the organisation.

This research highlighted the significant impact the dynamics of hierarchy and the legacy of a bureaucratic, autocratic system has on the way a system operates and how people react to change and participation.