Статья

Leadership competencies and the essential role of human resource development in times of crisis: a response to Covid-19 pandemic

Khalil M. DiraniDepartment of Educational Administration and Human Resource Development, Texas A&M University, College Station, TX, USAMehrangiz AbadiDepartment of Educational Administration and Human Resource Development, Texas A&M University, College Station, TX, USAAmin AlizadehDepartment of Educational Administration and Human Resource Development, Texas A&M University, College Station, TX, USABhagyashree BarhateDepartment of Educational Administration and Human Resource Development, Texas A&M University, College Station, TX, USARosemary Capuchino GarzaDepartment of Educational Administration and Human Resource Development, Texas A&M University, College Station, TX, USANoeline GunasekaraDepartment of Educational Administration and Human Resource Development, Texas A&M University, College Station, TX, USAGhassan IbrahimDepartment of Educational Administration and Human Resource Development, Texas A&M University, College Station, TX, USAZachery MajzunDepartment of Educational Administration and Human Resource Development, Texas A&M University, College Station, TX, USA

2020en

ABI

Аннотация

The aim of this paper is to investigate the roles of domestic and global leaders and organizations to COVID-19 and to consider the new role(s) of Human Resource Development (HRD) based on the ramifications of pandemics in general, and COVID-19 in particular. The research questions guiding this work are: What are the leadership competencies required during and post times of crisis? And What roles do human resource development practitioners envision to support their organizations during and post times of crisis? In this manuscript, we provide several themes, based on the literature and case studies from international and domestic contexts, that we see as essential competencies for leadership practices in response to a global crisis. We explored leadership competencies required in the time of crises, followed by exploring cases of best practices of leadership in different contexts, followed by reflections on new roles for HRD researchers and practitioners post a global crisis.

Перевод пока недоступен

Идентификаторы

DOI: 10.1080/13678868.2020.1780078

Цитирования и источники

Цитирований: 2Использованных источников: 0

Показатели — AkademScholar