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.
Group potency is one key determinant shown to positively influence the effectiveness and performance of groups and teams. This article presents research on potency of work groups in higher education and perceived organizational support as an antecedent. A total of 192 working professionals who were either holding or earning advanced degrees in human resource development, education, or consumer and family sciences completed questionnaires to determine the association of these two variables. The data were analyzed at the individual and group levels, and findings reveal there is a significant positive relationship between group potency and perceived organizational support.
The Problem: Insights and recommendations on developing leaders of creative efforts have been offered from various scholars and practitioners in this issue. However, we felt it would best serve the overall effort of this issue to provide several specific linkages between the overall themes presented. The Solution: In this closing piece, we briefly summarize the articles within this issue of Advances in Developing Human Resources. Stakeholders: This synthesis is intended to integrate key aspects of each article within the issue in order to stimulate further thought, and eventually action, for scholars and practitioners in Human Resource Development (HRD) and other related fields.
There has been a proliferation of adaptable work arrangements in United States (U.S.) organizations, which is driven by a convergence of information and communications technology (ICT) and workforce trends. Specifically, workforce trends indicate an increase in demographic diversity and a projected reduction in skilled workers. These trends have led many U.S. organizations to focus on retention strategies and subsequently to place emphasis on adaptable work arrangements as a workforce imperative. In this article, we describe the forces driving the utilization of adaptable work arrangements. Moreover, we will illuminate the ICT currently available to successfully design and execute adaptable work arrangements in support of increased productivity, and the realization of organizational sustainability and competitiveness.
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