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As organizations face volatile and virtual environments there is a growing need to equip emerging leaders with skills to generate, utilize and maintain social capital. This paper aims to examine five recent, large leadership studies to clarify the role that human capital or social capital capabilities play in present day and future leadership.

Researchers review five recent large leadership studies, assessing the human capital and/or social capital orientation of identified leadership capabilities.

The analysis indicates that, although there is a primary focus on human capital capabilities, social capital skills have begun to receive more attention as components of a leader's skill set.

The review focused on five published studies and does not reflect the comprehensiveness of a meta‐analysis. Hence conclusions may not apply to all situations. Further exploration and longitudinal study of the efficacy of various developmental approaches and the differential impacts of human and social capital approaches on leaders' effectiveness is suggested.

The growing value placed on leadership social capital capabilities is further addressed here through the presentation of specific social capital skill development initiatives that may be implemented within an organization.

The paper suggests that social capital skills have received more attention recently, yet remain undervalued compared with human capital as important leadership components and offers suggestions for enhancing leadership development initiatives through specific foci on social capital skill development including adopting an open‐systems organic mindset, leveraging relational aspects of leadership development, and building networking and story‐telling skills.

As companies face an ever wider range of challenges, there is growing adoption of CSR initiatives to aid company success. The business case for CSR investigates the potential for economic value in socially oriented company actions. This paper aims to examine one key CSR initiative, that of employee skill‐based volunteerism.

Researchers consider three current applications of employee skill‐based volunteerism and the potential to generate company economic value.

This concept paper suggests employee skill‐based volunteerism aligns with the four components of the business case for CSR, including the enhancement of company reputation, the reduction of costs and risk, the achievement of business strategy, and the creation of learning and partnership.

This paper focuses on three companies' employee skill‐based volunteerism programs and does not reflect the comprehensiveness of a meta‐analysis. Hence conclusions are limited in generalization. Further investigation of company CSR program initiatives and their impact both short term and long term is suggested.

This paper seeks to highlight the potential for economic value within CSR initiatives. By considering the role of employee skill‐based volunteerism, this paper considers this specific CSR initiative and its potential for generating economic benefits for a company.

The authors suggest that employee skill‐based volunteerism can serve as a unique differentiating strategy employing the knowledge, skills and abilities of employees that are specific to any given company. As CSR initiatives continue to be adopted, there remains a need to learn which initiatives may serve as significant sources of economic value for a company, as well as how best these initiatives can be implemented.

The purpose of this paper is to examine the relationships of internal and external networking behaviors of managers and professionals with their affective, continuance, and normative commitment.

Data were obtained from 335 managers and professionals of a health system who completed a survey on networking behavior and organizational commitment. Correlation analyses and multiple regressions were performed to test our hypotheses.

The results showed that networking behavior focussed within an individual's organization was positively related with affective commitment and normative commitment. Networking with individuals outside of an individual's organization showed a significant negative relationship with normative commitment. Contrary to expectations, networking externally was not related to affective commitment, and neither internal nor external networking behaviors were related to continuance commitment.

Because data were collected at a single point in time, no statements can be made about causality. Future research is needed assessing both internal and external networking behavior and the three types of organizational commitment across time to help determine direction of causality or whether reciprocal relationships exist.

Organizations that encourage internal networking behaviors may see individuals who are more connected with their colleagues and affectively committed to their organizations. However, encouraging external networking behavior may result in a drop in normative commitment as individuals might identify more with their profession than their employer.

Although previous research has shown that networking behavior is related to job performance and career success measures, the research extends the literature by investigating whether networking is related to attitudinal variables such as organizational commitment. The paper explores whether differential relationships exist between internal and external networking behavior with three types of organizational commitment.