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This issue is a selected bibliography covering the subject of leadership.

This paper aims to study institutions, human capital and economic growth in developing countries.

The study applies dynamic system Generalized Method of Moments (GMM) and simultaneous quantile regression on a panel of 120 developing countries for the period of 1996-2014.

The findings show that human development and institutions do have a significant positive effect on economic growth. Interestingly, institutions and human development have a significant negative interactive effect on the economic growth of developing countries. This paper argues that incremental investment in human development would impact economic growth negatively in the presence of weak and dysfunctional institutions because additional stock tends to be employed in rent-seeking and socially unproductive activities.

The policy makers should bear in mind the critical role played by the institutions and the initial stage of growth of a country in making their education and health policies more effective.

The most important novelty is the study of various transmission channels: political, economic and financial institutions through which human development affect economic growth in developing countries. This paper also studies the Islamic economic development concept and empirically investigates whether Muslim countries are different from their counterparts. Moreover, this study extends the existing empirical growth literature by simultaneously applying dynamic system GMM and quantile regression techniques.

The purpose of this paper is to analyse the impact of remittances on human development in developing countries using panel data from 1980 to 2014 and to address the critical question of whether the increasing trend of remittances has any impact on human development in a broad range of developing countries.

Usual panel estimates, such as pooled OLS, fixed or random effects model, possess specification issues such as endogeneity, heterogeneity and measurement errors. In this paper, we, therefore, apply dynamic panel estimates – System generalised method of moment (Sys-GMM) developed by Arellano and Bond (1991) and Arellano and Bover (1995). This estimator is able to control for the endogeneity of all the explanatory variables, account for unobserved country-specific effects that cannot be done using country dummies due to the dynamic structure of the model (Azman-Saini et al., 2010).

The effect of remittances is statistically significant with positive coefficients in developing countries. The significant coefficient of remittances means that, holding other variables constant, a rise in remittance inflows is associated with improvements in human development. A 10 per cent increase in remittances will lead to an increase of approximately 0.016 per cent in human development. These findings are consistent with Üstubuci and Irdam (2012) and Adenutsi (2010), who found evidence that remittances are positively correlated with human development.

The paper considers implications for policymakers to justify the need for more effective approaches. Policymakers need to consider indicators of human development and to devise public policies that promote income, health and education, to enhance human development.

The question of whether remittances affect human development has rarely been subject to systematic empirical study. Extant research does not resolve the endogeneity problem, whereas the present study provides empirical evidence by utilising dynamic panel estimators such as Sys-GMM to tackle the specification issues of endogeneity, measurement errors and heterogeneity. The present study provides a benchmark for future research on the effect of remittances on human development.

Human resource is the asset for a nation’s development and growth. The skilful human resource will enhance the nation’s productivity and directly contribute to the economy growth. At the country level, a nation’s human resource development (HRD) policy and human resource trainings schemes will catalyst for the growth of the workforce’s productivity, especially in the Industrial Revolution 4.0 which requires advanced technological knowledge and specialists in particular fields such as digitalisation, artificial intelligence and quantum computing. This chapter discusses the HRD in developed, developing and less-developed countries and raise awareness and attention of organisations as well as nations to develop and train up human resource for the future growth of the countries.

The dynamic environment in which the academic library operates requires explicit links between business strategy and a new management priority including the development of people; this is the focus of human resource development (HRD). It serves the needs of an organization by ensuring that employees’ expertise is state-of-the-art, something that is critical in a period of rapid technological development coinciding with ever-expanding societal needs. HRD can be relied upon to support and shape a wide range of academic library initiatives requiring a competent and engaged workforce by recognizing people as the organization’s most critical asset, one that drives competitive advantage and helps it out-perform the market. Emphasis is placed on developing an organizational context that will attract and develop talented individuals and leaders and keep them engaged. Furthermore, HRD activities must respond to job changes and integrate staff skills sets with the long-term plans and strategies of the organization thus ensuring the efficient and effective use of resources. This chapter explores HRD as a strategic concern of the organization and how it can best serve the organization in the long term. In so doing, it considers how HRD can help the academic library focus resources in those areas where there are strong likelihoods that they can produce substantial improvements in future capacity and performance. This kind of strategic planning helps the organization configure resources within a dynamic competitive environment, thus serving market needs and satisfying stakeholder expectations, helping meet its business purpose and maintain its strategic direction. The case study developed here highlights the need for the effective linkage of HRD and strategic planning for the advancement of the academic library. It suggests the need for developing and implementing both a strategic plan and an HRD plan and developing a culture of strategic human resource development (SHRD) in academic libraries.

The purpose of this paper is to draw from multiple theories of upper echelons, stakeholder, agency, resource-based view and stewardship to establish the extent to which human capital (other than that of the board itself) in service organisations affect board role performance in those service sector firms.

This study is cross-sectional and correlational. Analyses are conducted using SPSS and Analysis of Moment Structures software on a sample of 128 service firms in Uganda.

Findings reveal that dimensions of employee safety, entrepreneurial skills, entrepreneurial development, employee welfare and employee relations fit the model of human capital and predict up to 69.1 per cent of the variance in board role performance. The results of this study reveal that board role performance is affected by prior decisions, for example, to invest in corporate social responsibility (CSR) activities, targeting employees that augment firm characteristics like existence of appropriate human capital. Essentially, an improvement in the quality of human capital explains positive variances in board role performance.

Cross-sectional data do not allow for testing of the process aspect of the models; however, they provide evidence that the models can stand empirical tests. Additional research should examine the process aspects of human capital and board role performance.

Most companies in developing nations have relied on normative guidelines in prescribing what boards need to enhance performance, probably explaining why some boards have not been successful in their role performance. This research confirms that appropriate human capital, which can be leveraged through CSR ideals of employee safety, recognition, welfare and training in entrepreneurship, consistent with the stakeholder theory, can facilitate the board in the performance of its roles. In the developing country context, organisations’ boards could use these findings as a guideline, that is, what to focus on in the context of human capital development in organisations because doing so improves their own role performance.

This study is one of the few that partly account for endogeneity in the study of boards, a methodological concern previously cited in literature (Bascle, 2008; Hamilton and Nickerson, 2003). Empirical associations between board role performance and organisational performance would not be useful unless we are able to grasp the causal mechanisms that lie behind those empirical associations (Hambrick, 2007). Thus, this study contributes to literature that tries to account for variances in board role performance and supports a multi-theoretical approach as a relevant framework in the study of human capital and board role performance.

The purpose of this paper is to assess the effects of trade and financial globalization on human development in 52 African countries using updated data (1996-2010) and a new indicator of human development (adjusted for inequality).

The estimation technique used is a two stage least squares instrumental variable methodology. Instruments include income-levels, legal-origins and religious-dominations. The first-step consists of justifying the choice of the estimation technique with a Hausman-test for endogeneity. In the second-step, the paper verifies that the instrumental variables are exogenous to the endogenous components of explaining variables (globalization dynamic channels) conditional on other covariates (control variables). In the third-step, the strength and validity of the instruments are assessed with the Cragg-Donald and Sargan overidentifying restrictions tests, respectively. Robustness checks are ensured by: the use of alternative globalization indicators; endogeneity-based estimation; adoption of two interchangeable sets of instruments; estimation with a technique that controls for time-invariant unobservable shocks that affect openness and human development simultaneously.

Findings broadly indicate that while trade globalization improves human development (consistent with the neoliberal theory), financial globalization has the opposite effect (in line with the hegemony thesis). The “life expectancy” component of the Human Development Index weighs most in the positive impact of trade globalization on human emancipation.

Capital accounts should be opened in tandem with financial and institutional development. The investment atmosphere needs improvement to curtail capital flight (about 39 percent). Other policy implications include adoption of openness options in a selective and gradual manner, development of some industrial backbone for an import-substitution or export-led industry, emphasis on regional trade and building capacity, development of the agricultural sector with continuous government assistance, building of rural infrastructure, increasing adult literacy rate and developing human resources, fighting corruption and mitigating wastages in government expenditure.

These findings are based on very recent data. Usage of the inequality-adjusted Human Development Index first published in 2010 corrects past works of the bulk of criticisms inherent in the first index.

This paper aims to critically analyze the empirical literature on health and human development in high-, middle- and low-income countries to develop a sustainable model for investing in human health. The model is critical in building a comprehensive health-care system that fosters the stakeholders’ financial stability, economic growth and high-quality education for the local community.

A comprehensive literature review was carried out on health, human development and sustainable health investment. After thoroughly examining theoretical frameworks underlying the strategies of successful human health systems, a summary of empirical articles is created. Summaries provided in this paper represent relevant health-care strategies for Kenya.

Based on the empirical review of literature, a Nexus Health Care model focusing on human development, social and cultural development, economic development and environmental development in high-, middle- and low-income countries is proposed. The goal of this model is to enhance sustainable development where wealth creation is accompanied with environmental uplifting and protection of social and material well-being.

This paper is limited to a comprehensive literature review presenting empirical evidence of human development and sustainability.

Kenya like other developing nations aspires to contribute significantly in improving health through development of health products but the approaches used have been limiting. In most cases, the use of Western theories, lack of empowering the community and dependence on donor support have hindered the country from achieving comprehensive health and human development. This papers seeks to develop a model for health-care investment and provide strategies, operations and structure of successful health systems and human development for a developing country, such as Kenya.

In order to achieve sustained competitive advantage through developing human capital, organizations, apart from human resource management practices, concentrate on developing transformational leaders and implementing knowledge management (KM). To take part in their efforts, this paper intends to explore leadership and KM literatures to examine the interrelationship between transformational leadership, KM, and employee‐perceived human capital creation or benefits.

A systematic literature review is carried out of traditional and contemporary theoretical and empirical research studies to support the nexus of interrelationship between transformational leadership, KM, and human capital. This review is mainly integrated using a model and propositions that relate transformational leadership and KM with human capital benefits.

Transformational leaders have potential to affect their employees' perceptions of human capital benefits. They also have the greatest potential to augment these benefits through involving them in the KM process, establishing organizational culture, and encouraging communication among employees.

This model suggests that human resource managers should provide training to managers with regard to developing transformational leadership behavior, since this behavior contributes to human capital creation by which an organization achieves competitive advantage. Furthermore, this study mainly focuses on leaders as transformational leaders, since these leaders are highly capable of stimulating their followers' creativity. Therefore, this study only considered the components described by Bass and Avolio.

This paper contributes to leadership literature by adding the notion of transformational leadership as an antecedent of human capital creation.

The purpose of the chapter is to highlight the role of strategic human resources in building resilient organisations. Our research also aims to highlight how resilient organisations are poised better to take on constantly changing business environment and deliver superior products and service experiences to the target market. With the help of an extensive literature review and real-world cases, our research focusses on key elements of strategic human resources and then establishes the linkages between the contribution of individual employees and HR policies towards the achievement of these crucial elements. The findings suggest that the aggregation of individual contributions and HR practices lead to the development of resilience in organisations and helps them to deliver better on all critical indicator of performance. The research has important implications for all important stakeholders including scholars, practitioners, and policymakers, among others. Organisations are also crucial for ensuring the well-being of the masses as their contribution in terms of taxes and duties becomes instrumental in funding various social welfare programs run by governments across the globe. The research is unique in the sense that it draws the linkages between organisations’ resilience and their performance through the creation, development, and management of strategic human resources.