Human resources development: strategies and practices

Bundy, R. "Changing role of human resources has vast implications." Wichita Business Journal, Wichita: July 11, 1997.

During the past ten years a number of companies in American have really endeavored to obtain and maintain competitive advantages over their competitors. However, in the present times, many managers are realizing that the management of human resources is the only way through which companies are capable of remaining competitive. The managers are also realizing that workers are important assets that are the most valuable in the organizations. They have also found out that if a lot of effort and time is spent on these assets (employees), the organizations will achieve higher returns. In a landscape that changes speedily and due to the increasing demand for better provision of services to the customers, HRM has gained a lot of popularity. If an organization has effective and efficient management of human resources, they will be having the right workers who will be doing the correct things at the correct time. This will be capable of driving the performance of the organization to its highest capacity.

Gassler, R.S. (n.d.) the economics of nonprofit enterprise, University.

Human Resource Department (HRD) ought to direct and guide the workers of NPOs to achieve very great morale and fruitful outcomes. Development of human resources for NPOs ought to give direction to the NPOs. Indeed it is capable of helping the organizations to grow and thereby increase in size. The department that is concerned with human resources is capable of increasing in size effectively because it will support the workers. It will thus provide benefits to the organizations by these organizations having responsive structures.

Mason, D.E. (1984). Voluntary nonprofit enterprise management, Plenum Press.

A vital notion in the management of human resources is to sustain and direct the relations of the management with workers who are paid and those who are volunteering. Human resource development ought to be shifted towards the attainment of programs that are capable of supporting the workers of the firms. Programs should be able to give the workers in the company's great opportunities to carry out their duties to their level best. The employees who are paid and those who are volunteers always feel very irritated when there is a poor relationship between the management of the organizations and the employees. Human resource programs ought to tackle the mood of disconnectedness among the workers. This will boost their morale. Workers who are contented with the company or the firms where they are working are more liable to move extra steps to enable the companies to accomplish their missions. This is the path through which the departments dealing with human resources will follow so as to expand their proficiencies and express their attention.

Doyle, D.P. (1994). Developing human capital: the role of the private sector. Theory into Practice, 33 (4) Autumn, pp. 218-226.

An evaluation of the role of the private sector in the development of human resources is thoroughly investigated on two major streams. The first one is the 'conventional' investment in human capital by the private sector: organizations endorsing the cost for training and education for the workers. The second one entails the investment of private people in human capital who belong to these individuals. A number of big and modern organizations in the countries that are already developed invest their energy and money increasingly in training and education programs. The organizations that have always done that have generated a lot of profits. The author is concluding that human capital investment is serving the same purpose as advertising, and marketing in which competitive advantages are attained.

Combs, J.G. & Skill, M.S. (2003). Managerialist and human capital explanations for key executive pay premiums: a contingency perspective. Academy of Management Journal, 46 (1), pp. 63-73.

This research is examining a contingency perception where the origin of pay premiums is depending on the powers of the executives and the governance strength of the organizations. Two major theories that are the human capital theory and managerial theory are brought in to inspect the attributes that are executive-specific (skill and power) in order to clarify the difference past what job-specific and firm specific variables are forecasted. The outcomes are suggesting that pay premiums results from human capital in various organizations. Managerial entrenchment also takes place in other firms.

LeBlanc, P.V., Mulvey, P.W. & Rich, J.T. (2000). Improving the return on human capital: new metrics. Compensation & Benefits Review, 32 (1) January/February, pp. 13-20.

This article is supporting the application of the approach of human capital to designate the development of human capital returns. Through the adoption of an approach like that, it signifies that the organizations must view their workers as great investments to be fully optimized instead of being viewed as costs that need to be cut. The optimization of Human capital is achieved if they have knowledge, they are motivated and they are having opportunities to diligently perform their duties. A process that involves six processes can be introduced so as to assist the managers make better decisions regarding human capital investment. The steps are in a chronological order:

1) Identification of the improvements that are needed by the businesses

2) Location of the leverage points of the people and sorting by the type of investment

3) Discovering the procedures of the leverage points of major individuals

4) Establishment of applicable internal and external targets

5) Calculation of the cost of investment on human capital

6) Making of decision regarding human capital investment

Lepak, D.P. & Snell, S.A. (1999). The human resource architecture: toward a theory of human capital allocation and development. Academy of Management Review, 24 (1), pp. 31-48.

The writers draw on human capital theory, resource-based analysis of the organization and economics of transaction cost to come up with human resource design having four modes of employment: acquisition, internal development, alliance and contracting. The design is made on the two features of human resources: value-creating potential and uniqueness. The relations among the employment relationships, modes of employment, and the configurations of human resource may be inspected alongside this architecture of Human Resource. It is also providing a structural point-of-view for both practitioners and academics to recognize the forms of human capital that are having the capability of being an origin of competitive advantage both in the current times and also in the future. Furthermore, this research is encouraging researchers to scrutinize how organizations integrate flexibility to the architecture of human resource to become accustomed to changes that are dynamic as they maintain similarity among the distinct components so as to attain the needs that are in existence.

McNamara, C.P. (1999). Making human capital productive. Business & Economic Review, 46 (1) October-December, pp. 10-13.

The article is featuring the use of human capital investment principles that are used by various globally leading organizations like the Coca-Cola and Microsoft, so as to take advantage of the human resources in the organizations. An action plan of 10 steps that include the most excellent practices of these companies that are very successful is:

1) Adoption of the philosophies of Lincoln and Truman

2) Communication of the pledge to human asset;

3) Establishment of new opportunities;

4) Reorganization of teams;

5) Maximization of the involvement of the employees;

6) Focusing on initiatives of people;

7) Establishment of an outstanding organization of human resources;

8) Development and implementation of motivational systems;

9) Conducting yearly executive review;

10) Taking the leap

Nordhaug, O. (1993). Human capital in organizations: competence, training and learning. Norway: Scandinavian University Press.

The aim of this book is to provide an outline and also to discuss significant theoretical, conceptual, and experimental features of human resource in firms. The author is claiming that it is vital to come up with groundwork to study personal competences, competency bases, and competency networks in organizations. In connection with the personal context, the competences of workers (which are defined as the skills, knowledge and abilities relevant for the respective jobs), which affects the real performance, are classified to form six typologies: technical trade skills, industry competences, Meta-competences, standard technical competences, intra-organizational competences and unique competences. In relation to competence networks, competency configuration and the flow of competence are talked about to recognize the logical viewpoint of the organization's competence systems. Additionally, the experimental studies illustrate that development and training of workers is contributing to the provision of human capital in firms.

Rappleye, W.C. Jr. (1999). Human capital management: the next competitive advantage. Across the Board, 36 (8) September, pp. 39-47.

There is a rising understanding that human capital investment is capable of becoming the next big tidal group in life and work, just like the revolution of information-technology is replacing industrial uprising. The article is reflecting a varied analysis of the management of human capital in the creation of a competitive advantage via the view of HR professional consulting organizations and human resource directors of international companies that are leading in the market. The route to attain that conception takes a comprehensive work of the management at every level to organize the enablers of human resources that are essential in business. The enablers include the competence of the people, the culture of the corporation, internal development, worker engagement, efficient and effective communication, and innovative learning.

Becker, B. & Gerhart, B. (1996). The impact of human resource management on organizational performance: progress and prospects. Academy of Management Journal, 39 (4), pp. 779-801.

The research attempts to advance debates on a nascent link between the human resource systems and the strategic impact of human resource management (HRM) decisions on performance outcomes. The implications of 'best practice' for HR system structure and effects are extensively discussed to literally build the ground of the organizational value creation. Nonetheless, researchers need to give careful thought to the meaning of HR measure at the corporate level because HR practices usually different across business units and facilities within a corporation, particularly as diversification and size increase.

Moss, J. (2000)"Strategies for recruiting volunteers. A management sub-feature." Lessons from the Field.

The article regards the pitfalls in the employment of volunteers and also the lessons that are learnt by an organization named New Orleans Outreach. The firm was established so as to provide city kids with resources. Individuals of all ethnicities and wages are granted opportunity to volunteer. The situation talked about was an attempt for employment at an unsophisticated high school belonging to girls who were not in New Orleans. The school was mainly composed of whites. The percentage of the whites was 90. Majority of them were residing within the suburbs. Due to the fact that knowledge was lacking among the participants, numerous problems were experienced during the recruitment. For instance, for a better part of the day, rather than discussing the program, a number of the girls who were coming from the school were only discussing the cuteness of the guy who was presenting the lecture.

Ellis, S.J. (1996) "How do I Staff Our Volunteer Program?" Excerpted from: From the Top Down: The Executive Role in Volunteer Program. http://www.genie.org Volunteer Management FAQ #3.

The article is looking into the ways through which a firm is capable of finding the right employees to help them in the management of volunteer programs in the companies. It is pointing out that a number of individuals who are directing volunteer programs are working as part timers only. This is implying that the job is not getting their whole attention. The workers will mostly spend part of their time on volunteer programs as they continue to focus on their major jobs. An answer to the dilemma is to get funding for staff member who is a part timer help in the management of the volunteer programs. This is capable of increasing the feeling of accountability since the staff member who is a part-timer is getting paid. The most excellent answer appears to be recruiting fresh part time workers for this precise undertaking. A person has to consider the probability of increasing this job's hours and the time development will be "restricted." The article is giving brilliant insight into numerous questions the firm has to rise before employing the responsibility of administering volunteers.

Felder, L. (1997) "Human resource, facility managers must cooperate." Baltimore Business Journal, Baltimore.

The article is concerning the ways through which the management of human resource draws a response to the manner in which a firm desires to come up with some technologies and skills. The place of work is a compound setting dealing with individuals, services and technology. All these have to be integrated carefully so as to give out efficient and productive operations.

Truss, C. (2001). Complexities and controversies in linking HRM with organizational outcomes. Journal of Management Studies, 38 (8), pp. 1121-1149.

The paper is contributing to the discussion through its critical analysis of the practices and policies of human resource through a single case-study of a firm in a period of two years. The study used a number of methodologies. It also drew on a wide variety of informers in the firm. Rather than developing a record of 'top practice' HRM and trying its effects on performance, the writer is inverting the query and is taking an organization that is financially successful and questions the practices and policies of HR that it applies. This methodology shows that even successful organizations do not always implement 'best practice' HRM. It also shows that frequently, there are a number of inconsistencies that occurs between practice and intention. Results at the organizational or individual levels are difficult and frequently they are contradictory. The writer questions the scale at which it is at the formal system level, and performance of the organizations, without considering the role that is done by the informal firm in the implementation of the policies of HR.

Tyson, S. (1997). Human resource strategy: a process for managing the contribution of HRM to organizational performance. International Journal of Human Resource Management, 8 (3), pp. 277-290.

This paper is describing the strategy of human resource as a procedure of management and also as being part of growing formation of strategy. A structure is projected so as to give an explanation of the diverse stages of scrutiny, communal, organizational and personal, which managers are seeking to incorporate. The outcomes of taking an approach like this in preference to the coherent view of human recourse strategy are summarized and the importance of interpretations, procession viewpoint to the policy study is also discussed.

Mayo, a. (2000). The role of employee development in the growth of intellectual capital. Personnel Review, 29 (4), pp. 521-533.

The author is asserting that human capital may be reasonably debated to be the final driver of every value growth. Human capital contribution to the present and future value for the stakeholders is scrutinized. The main factors for growths like that are said to be individual capacity, individual enthusiasm, leadership, the climate of the organization, and the effectiveness of the work group. Also, essentially, workers who are strategically focused and team development are capable of being creating value and therefore the organizations will achieve their strategic goals.

Dow, Warren. "Consultants: the Rodney Dangerfields of the Nonprofit World." (2000)

http://www.charityvillage.com/charityvillage/research/rom8.html

In this article, the author discusses the employment of consultants in organizations that are non-profit making. The article clearly indicated how unpopular this strategy is. The author begins this article by appropriately citing a certain case of an Orchestra called the Winnipeg Symphony Orchestra. This symphony was making huge losses. Its underwriters got concerned and then withheld their funding. They then launched independent studies that were conducted by two separate groups. The two firms conducted their jobs and pointed out that the management was the problem. They suggested possible solutions. The press got wind of the information and published it. The results from one of the consulting firms was redundant since it already existed in the usual organization minutes while the second firm was somehow discredited due to its lack of stake in the firm under evaluation. It was generally noted that the consultants were overpriced and a complete waste of resources. The author noted that this was never a true scenario of the firm's value. The author noted that it is best to hire an independent firm so as to elicit objectivity, confidentiality and impartiality.

Ellis, Susan J. "How do I Staff Our Volunteer Program?" Excerpted from: From the Top Down: The Executive Role in Volunteer Program, (1996). http://www.genie.org Volunteer Management FAQ #3.

In this article, the author discusses the process that can be employed by a firm in order to locate the right individual to be a manager of a volunteering program within the organization. The article indicates that most of the individuals who manage a volunteer program only act as pat time managers. The implication of this is that this job does not capture their complete attention. The solution to this lack of attention is to source for funding to hire manager to take charge of the program. This he points out, increases the level of responsibility since the payment motivates the manager. The delegation of the duty to an unpaid staff member leads to a generation of attitude. The importance of this article is that it points out the need for organizations to consider certain factors before delegating the responsibility of effective management of volunteering programs.

Felder, Lanny. "Human resource, facility managers must cooperate." Baltimore Business Journal, Baltimore: March 7, 1997.

This article discusses the concept of designing different structures of human resource management using certain skills as well as technologies. The workplace has been indicated as a very complex environment that involves the interaction of persons, services and technology. These three must be effectively integrated so as to produce an efficient operation in the workplace. Some of the most important functions that are necessary for the operation of an efficient workplace are the information regarding the position of employees, their function, requirements of different equipment, location of the office as well as telephone extension. The employees should also be trained on the usage of various office software and equipment. Good human resource management requires the integration of all of the above mentioned factors.

Lord, Richard. The nonprofit problem solver, Praeger, 1989.

In this book, the author outlines the role of human resource department of organizations in the development of programs that are employed in the support of employees as an effort of maximizing their performance and efficiency. The process of developing the human resource department is often difficult. The author points out that one ought to be in touch with the employees' feelings in order to effectively determine the needs that the department can meet. The department must be assessed and appropriately structured so as to be relevant with time as the organization transforms through growth. All the changes must occur within the organization's mission statement. The author points out the need of addressing the needs of employees within the mission statement of the given firm.

Watad, Mahmoud; Ospina, Sonia. "Integrated managerial training: A program for strategic management development." Public Personnel Management, Summer 1999.

In this paper the author discusses how the managerial training programs are tailored in order to include employees from different levels as well as functions within a given firm. The concept of managerial training is important in a complex organizational environment. The author points out the field of health care as an example. In order to ensure quality health care, there is the need to effectively manage the tasks as well as resources in both the vertical and horizontal boundaries. Managerial training is essential for the process of developing the mechanism for supporting the vertical and horizontal integration of the firm. The programs are designed so as to include persons from all types of organization levels as well as functions. The concept is more important in a complex organization (such as health care). In an effort to declare the quality of healthcare, it is necessary for the management to take care of tasks as well as manage resources in both the vertical and horizontal boundaries. This is because they are strategic as they aid the mechanism for supporting the vertical and horizontal integration within the organization.

Harrison, S. & Sullivan, P.H. Sr. (2000). Profiting from intellectual capital: learning from leading companies. Industrial and Commercial Training, 32 (4), pp. 139-148.

In this paper information on the best practices to be used in the management of intellectual property in the current business environment is evaluated. The paper explores the dimensions as well as the concepts that are important for the successful implementation of the process of corporate value extraction to be used in the management of corporate intellectual property. The paper presents an elaborate definition of the concept of intellectual property and concept. The benefits that it contributes to corporations are presented. The roles played by intellectual capital assets are presented. The paper also presents risk management strategies to be adopted to manage intellectual property portfolio.

.Knight, D.J. (1999). Performance measures for increasing intellectual capital. Strategy & Leadership, 27 (2) March/April, pp. 22-27.

This article explores the performance measures that are integral to the increasing of intellectual capital. The paper outlines the need of focusing on technology, globalization, shifts in demographics and knowledge in performing business processes in the new economy. The emergent organizations gave been shown to have a strong desire for a sustainable intellectual capital. In order to leverage intellectual property, an improved framework is suggested that effectively improves the financial performance as well as human capital of the organization. This then acts as the basis of building an organization that is knowledge-based that has improved performance and better competitive advantage.

Gabriel, Y. & Griffiths, D.S. (2002). Emotion, learning and organizing. The Learning Organization, 9 (5), pp. 214-221.

In this article, the authors discuss the concept of emotional harnessing by the management in an effort to improve the level of work motivation. Increased emotional well-being results in the enhancement of customer service as well as the level of work performance. The authors discuss the employment of social constructionist views as well as concepts of psychoanalysis in the effort of displaying how management of emotions is both precarious and problematic. They point out that emotions may either be contained or be appropriately re-directed. The two forms of emotions that are discussed are love and anxiety.

Grates, F. (2002). Strategic thinking vs. strategic planning: towards understanding the complementarities. Management Decision, 40 (5), pp. 456-462.

In this article, a case study is presented and the findings poignantly reveal that strategic thinking can be nurtured as well as diffused in a given organization. The author however points out that there is a need of the organization leaders and management to exercise a high level of emotional intelligence. The main characteristics of emotional intelligence as well as good leadership are solid interpersonal skills, lack of ambiguity as well as ability to embrace change. Organization leaders must exhibit high energy levels, motivation, understanding and commitment.

Jordan, P.J., Ashkanasy, N.M. & Hartel, C.E.J. (2002). Emotional intelligence as a moderator of emotional and behavioral reactions to job insecurity. Academy of Management Review, 27 (3), pp. 361-372.

In this paper, the authors discuss concepts of emotional intelligence, which varies widely in individuals to be an important factor in the development of personal perceptions of insecurity as well as behavior. Job insecurity is the main agenda. The authors argue that the concept of job insecurity causes a lot of problems in the workplace due to the fact that it leads to a reduction in morale. This lead to reduced level of commitment to employment and hence an increased level of employment related tension. The negative reactions due to inappropriate emotional intelligence lead to poor individual job performance. The authors present a model that helps in the moderation of the influence of perceptions of job insecurity on the element of emotional reactions. The same model helps in the moderation of the influence of emotional reactions on various behavioral strategies

Langley, a. (2000). Emotional intelligence -- a new evaluation for management development? Career Development International, 5 (3), pp. 177-183.

In this article, a research is provided that portrays a strong scenario of emotional intelligence. And its influence on the agenda of the management. This is because the author points out that it has the ability to improve the process of promoting the potential of all the employees. The authors points out that should all the personal attributes as well as social abilities that are signs of strong emotional intelligence be comprehended as well as effectively assessed, the management then would gain a new perspective on what can be done to improve the potential of employees.

Rahim, M.A. & Minors, P. (2003). Effects of emotional intelligence on concern for quality and problem solving. Managerial Auditing Journal, 18 (2), pp. 150-155.

In this paper, a study is presented with the aim of testing the relationship that exists between the three main emotional intelligence domains (empathy, awareness and self-regulation). This is in an effort to solve the concern of managers to product and services quality as well as solve problems of workplace conflict and insubordination. By means of a regression analysis, the outcome indicates that self-awareness as well as self-regulation is attributed to good problem solving skills. Self-regulation on the other side, improves quality. The quality of empathy is not very significant in the eliciting / achievement of quality. The importance of this study is that it points put the need for supervisors to have excellent emotional intelligence so as to help in the improvement of quality as well as in problem solving. The article recommends the training of the supervisors on emotional intelligence skills.

Maruping, L.M. (2002). Human capital and firm performance: understanding the impact of employee turnover on competitive advantage. in: Academy of Management Meetings, August, Denver, CO, pp. 1-27.

In this paper, the author evaluates the impact of employee turnover on a firm's competitiveness. The author points out that the impact of their turnover is dependent on the prominence, range, centrality as well as brokerage of the network of knowledge that they posess.The organizations' social network therefore comes into play. The author argues that in an environment that is competitive, there is a mechanism referred to as voluntary turnover that assists the knowledge community to expand as well as refresh the already existing social network via the mobility of fresh talent having a completely new array of professionalism. In addition to this, the author points out the need to comprehend how the concept of employee turnover affects the performance of a firm via a social network viewpoint. The author points out the understanding of how this contributes to competitive advantage are important in understanding how human resource is an integral element of organization strategy.

Nerdrum, L. & Erikson, T. (2001). Intellectual capital: a human capital perspective. Journal of Intellectual Capital, 2 (2), pp. 127-135.

This article discusses the concept of intellectual property and views it as a complementary element in the improvement of organizational commitment as well as competence. The authors argue on the basis of empirical and theoretical human capital theory. They define intellectual property as a person's complementary ability to generate an added value and hence create wealth. Organizational resources are perceived as tangible and well as intangible. This is a reflection of the human capital theory that has an inclusion of intangible human capacities.

Molina-Morales, F.X. (2001). Human capital in the industrial districts. Human Systems Management, 20 (4), pp. 319-331.

In this paper, the author focuses on the process of creating human capital and then proceeds to show that it can be viewed as a reflection of differentiation of a firm's perspective on differentiation. The aim of this research is to develop a conceptual framework to be used in suggesting to the corporations to take more active roles in the exploitation of locally available human resources.

A strong scenario of emotional intelligence was portrayed in this article and the influence that it has on the management's agenda. The reason is because of the ability that it has to improve the procedure and process of promoting the ability and the potential of the employees as pointed out by the author. Langley also points out that in the event that all the social abilities and personal attributes which are signs of an emotional intelligence are effectively assessed as well as comprehended the then management can benefit a new perspective on what steps could be put in place and done to improve employee's potential.

Langley, a. (2000). Emotional intelligence -- a new evaluation for management development? Career Development International, 5 (3), pp. 177-183.

A strong scenario of emotional intelligence was portrayed in this article and the influence that it has on the management's agenda. The reason is because of the ability that it has to improve the procedure and process of promoting the ability and the potential of the employees as pointed out by the author. Langley also points out that in the event that all the social abilities and personal attributes which are signs of an emotional intelligence are effectively assessed as well as comprehended the then management can benefit a new perspective on what steps could be put in place and done to improve employee's potential.

Rahim, M.A. & Minors, P. (2003). Effects of emotional intelligence on concern for quality and problem solving. Managerial Auditing Journal, 18 (2), pp. 150-155.

A study is presented in this paper with the intention of testing the relationship which exists between self-regulation, empathy and awareness which are the three main domain of emotional intelligence. This is an attempt to solve the concerns and worry of the managers to the quality of services and product as well as find a solution to the workplace conflict problems and insubordinations. The results indicate that self-regulation and self-awareness are ascribed to a good and better problem solving skills. This is determined by way of regression analysis. Empathy quality is not very substantial in achieving quality. The significance of this work is that it points the need for the tutor (supervisor) to have a great emotional intelligence in order to aid in the quality improvement in solving problems. This work therefore recommends and suggests supervisors training on emotional training skills.

Rastogi, P.N. (2000). Sustaining enterprise competitiveness -- is human capital the answer? Human Systems Management, 19 (3), pp. 193-203.

In this paper, the author presents a study on human capital. He emphasizes that human capital is the best source of competitive advantage for a given firm. The author pointed out that the fact that human capital is a dynamic resource that must be nurtured and improved with time in order to reflect the changing business environment.

Weisberg, J. (1996). Differential teamwork performance: the impact of general and specific human capital levels. International Journal of Manpower, 17 (8), pp. 18-29.

In this paper, the author focuses on the impact of human capital on the performance of an organization. A high level of human is desired as compared to a low level one. The article indicates that the level of education has a positive impact on the level of organizational performance. The article advocates for the improvement of human capital though education and training.

Leadership

Jean, L (1996) Connective Leadership: Managing in a Changing World.. Oxford: Oxford

University Press, 1996, 407 pages.

In this book, the author presents nine different "achieving styles" that ought to be adopted by leaders. The book tackles the concept of leadership and gender

Northouse, P.G (2009).Introduction to Leadership Concepts and Practices.,., Thousand Oaks: SagePublications, 2009, pp. 206.

This book is a peculiar read for emerging leaders. It defined leadership, and presents the leadership of famous personalities.

Bennis, W and Nanus, B (1997)Leaders: Strategies for Taking Charge.. New York: HarperCollins Publishers, 1997, 235 pages.

This book presents four main strategies that are employed by leaders. These are; attention via vision; meaning via communication, trust via positioning and complete deployment of oneself.

Kotter, .JP (1996)Leading Change.Boston: Harvard Business School Press, 1996, 187 pages.

In this book, Kotter presented the eight stage process that is needed for organizational change. The book also differentiates leadership and management.

Burns, J (1978) Leadership. MacGregor. New York: Harper and Row, 1979, 465 pages.

In this book, Burns made a distinction between transactional leadership (which is based on focus) and transformational leadership (based on purpose). He employs both the Maslow's hierarchy of needs as well as Kohlberg's theory of moral stages in the description of the impact of leadership. He makes a distinction between wielding power and leadership

Margaret.,J (1999) Leadership and the New Science: Discovering Order in a Chaotic World. Wheatley,

San Francisco: Berrett-Koehler Publishers, 1999, 197 pages.

This is a spiritual as well as poetic rendition of leadership that applies scientific concepts to leadership. The author of the book argues that leadership must be open and not rigid.

Kouzes, J.M. And Posner, Barry Z., (1995) the Leadership Challenge. San Francisco: Jossey-Bass Publishers, 1995, 405 pages.

This book outlines the 5 best practices that are employed and the 10 commitments that effective leaders make.

Rost, J.C (1993).Leadership for the Twenty-First Century.., Westport, CT: Praeger Publishers,

1993, 213 pages.

In this book, Roost describes the history of the definitions of the concept of leadership and then appropriately defends his own definition.

Carole,.S., and Henderson, J. (1998) the Leadership Odyssey: A Self-Development Guide to New Skills for New Times. Napolitano, San Francisco: Jossey-Bass Publishers, 1998, 271 pages.

In this book, the author discusses the attributes as wellas skills of an effective leader. The book is best for emerging leaders and college going students.

The book has an elaborate leadership assessment tools.

Heifetz, R (2002)Leadership on the Line: Staying Alive through the Dangers of Leading.. Boston: Harvard Business School Press, 2002, 252 pages.

In this book, Heifetz makes a clear distinction between adaptive leadership challenges and technical challenges. The book has a description of a strategic process necessary for responding to leadership dangers and challenges.

Northouse, P.G. (2004)Leadership: Theory and Practice. Thousand Oaks: Sage Publications, 2004, 340 pages.

In this book, Northouse defines leadership elaborately. The book is a perfect review of 10 theoretical approaches necessary for the analysis of leadership. The book provides the gender factors of leadership as well as the ethics of good leadership.

Gardiner, J (1993)on Leadership. New York: The Free Press, 1993, 220 pages.

In this book, Gardiner explores the concept of leadership in terms of ethics, attributes, nature and task. The book is well suited for people who work in public offices

Goethals, G.R. And Sorenson, G.L.J (2006).The Quest for a General Theory of Leadership. Northhampton, MA: Edward Elgar Publishing, 2006, 250 pages.

In this book, the author narrates the story of renowned leadership scholars in the U.S. who attempt to come up with a grand unified theory of leadership. This book discusses the concept of leadership in terms of power and influence.

Bass, B.M. And Riggio, R.E (2006) Mahwah Transformational Leadership, 2nd edition.: Lawrence Erlbaum Associates, Inc., 2006, 282 pages.

This book is explores the importance of transformational leadership and its importance in leaders as role models.

Paton, R; Mordaunt, J; and Cornforth, C (2007). Beyond Nonprofit Management Education: Leadership Development in a Time of Blurred Boundaries and Distributed Learning. Nonprofit and Voluntary Sector Quarterly, Supplement, vol. 36:4, 2007, pp. 148-162.

This article presents the nature of contemporary nonprofit organizations. It explores the business-oriented and entrepreneurial elements of the non-profits.

McCauley, C and Velsor, E (2004) Handbook of Leadership Development, 2nd edition.. San Francisco: Jossey-Bass Publishers, 2004, 526 pages.

This book presents fourteen different stages of leadership development. It includes topics like 360-degrees, formal coaching and job assignments (developmental).The book also discusses leadership and gender.

Hubbard, B (2005).Investing in Leadership: A Grantmaker's Framework for Understanding Nonprofit Leadership Development.. Grantmakers for Effective Organizations, 2005

In this book, the author presents his view on leadership as a form of an organizational strategy for development. The author discusses 6 main theories of leadership,

Enright, K (2006).Investing in Leadership: Inspiration and Ideas from Philanthropy's Latest Frontier. Grantmakers for Effective Organizations, February 2006

This book is a perfect guide for investments that are philanthropic in nature. The author points out the elements of collectivism in leadership as well as the need of leadership to be result oriented.

Avolio, B.J.M (2005) Leadership Development in Balance: Made/Born.: Lawrence Erlbaum Associates, Inc., 2005, 217 pages.

This book is about the concept of leadership and presents a perfect reflective literature for various practitioners.

Hernez-Broome, G and Hughes, R.L.,(2004) Leadership Development: Past, Present, and Future. Human Resource Planning, vol. 27: 1, 2004, pp. 278-287.

This book is a perfect one for practitioners and has details on various types of leadership. It can assist in talent development too.

Meehan, D and Arrick, E (2003) Leadership Development Programs: Investing in Individuals.. Grantcraft, 2003, 27 pages.

This article presents a comprehensive design of leadership development program. It points out the advantages of investing in the concept of leadership development.

Leadership Development: A Review in Context. Day, David. Leadership Quarterly, vol. 11:4, 2001, pp. 581-613.

This article describes the 6 main practices needed for leadership development (360-degre feedback, mentorship, networking, job assignments and action learning )

Knapp, M, et al., (2006) Leading, Learning, and Leadership Support. Seattle: University of Washington, Center for the Study of Teaching and Policy, October 2006, 67 pages.

This book focuses on educational leadership and praises leadership which is learning -- focused. The book advocates for collective/distributive leadership in order to bring about change.