The antecedents of leadership development practices in SMEs: The influence of HRM strategy and practice

Abstract

This article explores leadership development in small-and medium-sized enterprises (SMEs). We investigate determinants of the adoption of leadership development practices in established SMEs expecting human resource management (HRM)-strategy fit, human resource (HR)/leadership expertise and the existence of gaps in leadership capability to influence both the presence and intensity of leadership development practices. We found that all three variables positively related to both measures of adoption. The attitudes of owner-managers towards development mediated the HRM-strategy fit-adoption relationship. The theory and practice implications of our findings are evaluated.

SMEs’ Wealth Creation Model of an Emerging Economy

“…Hence, hypotheses 1 is supported. These support the findings of the previous studies (Barbero et al, 2011;Jayawarna et al, 2014;Garavan et al, 2015;Rosli & Mahmood 2013) that linked educational qualification and skills to different organizational performance indices and contradicts the Kfindings of Rauch, Frese, and Utsch (2005) …”

“…Jansen, Curseu, Vermeulen, Geurts, and Gibcus (2013) affirm that the effectiveness of decision depends on the characteristics of the decision-makers. Supporting this view, Garavan, Watson, Carbery, and O'Brien (2015), establish a positive relationship between the human resource/ leadership expertise of the ownermanagers of SMEs with performance. The leadership expertise are said to be positively related to education (Bryan 2006;Jayawarna, Jones, and Macpherson 2014;Devins and Johnson, 2003), skills (Adekunle, 2013;Barbero, Casillas, andFeldman, 2011, Lukic, 2014) and experience (Camelo-Ordaz, Fernandez-Alles, RuizNavarro, and Sousa-Ginel, 2012;O' Cass and Sok, 2014), It is thus hypothesized that: H1: Chief Executive Officers' expertise comprising education, skills and experience would relate positively with SMEs' wealth creation.…”

Managing relational conflict in Korean social enterprises: The role of participatory HRM practices, diversity climate, and perceived social impact

“…The benefits and role of leadership in promoting participatory HRM and diversity climate practices have been emphasized both in HRM and leadership literature (Chuang, Jackson, & Jiang, 2016;Garavan, Watson, Carbery, & O'Brien, 2016;McDermott, Conway, Rousseau, & Flood, 2013;Vermeeren, Kuipers, & Steijn, 2014). For example, participatory decision-making has been shown to be af- Moderating factors identified in this study also hold promise for practitioners of social enterprises and other hybrid organizations.…”

“…The benefits and role of leadership in promoting participatory HRM and diversity climate practices have been emphasized both in HRM and leadership literature (Chuang, Jackson, & Jiang, ; Garavan, Watson, Carbery, & O’Brien, ; McDermott, Conway, Rousseau, & Flood, ; Vermeeren, Kuipers, & Steijn, ). For example, participatory decision‐making has been shown to be affected by a set of leadership behaviors, such as whether the leaders actively respond to the views of employees and use empowerment appropriately (Alonso‐Almeida, Perramon, & Bagur‐Femenias, ; Cox, Marchington, & Suter, ).…”

Entrepreneurs' human resources development

“…Based on our empirical findings, we describe an HRD process that accounts for the informal structures, dynamic environment, and resource constraints that usually confront entrepreneurs. Thereby, our study addresses recent calls for a better understanding of the particular issues that make entrepreneurs' HRD initiatives and challenges unique (Garavan, Watson, Carbery, & O'Brien, 2016;Nolan & Garavan, 2016), while also adding to the understanding of what HRD looks like within the entrepreneurship domain. This perspective suggests an extended understanding of what HRD decisions can be considered "strategic" and might be appropriate-although informal-in some contexts.…”