Pub Date : 2022-07-05DOI: 10.1080/13678868.2022.2097823
Kadumbri Kriti Randev, Jatinder Kumar Jha
ABSTRACT Today’s uncertain times have led to paradigm shifts in the world of work. The disruptive nature of unforeseen events (e.g. Covid-19) has a harsh impact on organizations’ stakeholders, including employees, society and the environment. However, these events pose tougher challenges for vulnerable and weaker workers, particularly in getting access to decent and productive employment. While catering to the changing needs of business, organizations also find it difficult to provide decent work for all and achieve their social bottom lines. This paper aims to understand what role HRD plays, especially Sustainable HRD (S-HRD), in facilitating access to decent work. Conceptual analysis of the literature revealed that S-HRD practices have the potential to promote all the dimensions of DW: employment creation, social protection, employees’ fundamental rights and social dialogue. This paper is an important stepping stone in the articulation of how S-HRD can help organizations to promote decent work. The perspectives presented in this study have potential implications for HRD practitioners in understanding the application and implementation of S-HRD practices. Furthermore, managers can also take note of specific S-HRD interventions from this paper to enable decent work in their organizations.
{"title":"Promoting decent work in organisations: a sustainable HRD perspective","authors":"Kadumbri Kriti Randev, Jatinder Kumar Jha","doi":"10.1080/13678868.2022.2097823","DOIUrl":"https://doi.org/10.1080/13678868.2022.2097823","url":null,"abstract":"ABSTRACT Today’s uncertain times have led to paradigm shifts in the world of work. The disruptive nature of unforeseen events (e.g. Covid-19) has a harsh impact on organizations’ stakeholders, including employees, society and the environment. However, these events pose tougher challenges for vulnerable and weaker workers, particularly in getting access to decent and productive employment. While catering to the changing needs of business, organizations also find it difficult to provide decent work for all and achieve their social bottom lines. This paper aims to understand what role HRD plays, especially Sustainable HRD (S-HRD), in facilitating access to decent work. Conceptual analysis of the literature revealed that S-HRD practices have the potential to promote all the dimensions of DW: employment creation, social protection, employees’ fundamental rights and social dialogue. This paper is an important stepping stone in the articulation of how S-HRD can help organizations to promote decent work. The perspectives presented in this study have potential implications for HRD practitioners in understanding the application and implementation of S-HRD practices. Furthermore, managers can also take note of specific S-HRD interventions from this paper to enable decent work in their organizations.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"471 - 484"},"PeriodicalIF":6.3,"publicationDate":"2022-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48323018","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-30DOI: 10.1080/13678868.2022.2094151
Y. Nakamura, Yuan Gu, Hecheng Jin, Deyang Yu, J. Hinshaw, R. Rehman
ABSTRACT The article introduces neuroscience methods in HRD through a study that highlights the role of reflection in developing leaders. Despite increased attention on neuroscience discoveries and its methodologies in the social sciences, there is limited research among HRD scholars that incorporates neuroscience approaches. Relatedly, HRD practitioners and scholars often view reflection as a critical element for developing human resources and leaders. Yet, there is a dearth of research that focuses on the impact of reflection in the brain and the underlying neurocognitive mechanisms that support it. The purpose of this paper is to neurobiologically examine how individual or collective reflection impacts leaders’ frontal lobe brain activities during challenging situations, incorporating electroencephalography (EEG) as a method. The paper concludes with suggestions for future research and practical implications.
{"title":"Introducing neuroscience methods: an exploratory study on the role of reflection in developing leadership from a HRD perspective","authors":"Y. Nakamura, Yuan Gu, Hecheng Jin, Deyang Yu, J. Hinshaw, R. Rehman","doi":"10.1080/13678868.2022.2094151","DOIUrl":"https://doi.org/10.1080/13678868.2022.2094151","url":null,"abstract":"ABSTRACT The article introduces neuroscience methods in HRD through a study that highlights the role of reflection in developing leaders. Despite increased attention on neuroscience discoveries and its methodologies in the social sciences, there is limited research among HRD scholars that incorporates neuroscience approaches. Relatedly, HRD practitioners and scholars often view reflection as a critical element for developing human resources and leaders. Yet, there is a dearth of research that focuses on the impact of reflection in the brain and the underlying neurocognitive mechanisms that support it. The purpose of this paper is to neurobiologically examine how individual or collective reflection impacts leaders’ frontal lobe brain activities during challenging situations, incorporating electroencephalography (EEG) as a method. The paper concludes with suggestions for future research and practical implications.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"458 - 470"},"PeriodicalIF":6.3,"publicationDate":"2022-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42868638","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-31DOI: 10.1080/13678868.2022.2080997
D. Eldridge, Dave Smith, Sheila Vaughan, Lujia Feng
ABSTRACT The aim of this paper is to examine the contribution that Outdoor Learning Development (LDO) makes to a university postgraduate programme in Human Resource Development for international students with work experience. It establishes the rationale for LDO inclusion based on notable research contributions and differentiates the role and format of this event from conventional outdoor management development programmes through a focus on self-organized learning. The progression from individual learning to intra-group learning over the three days of the event is based on the interplay of action, theoretical inputs and self-evaluation. An emphasis is placed on purposeful conversation for shared learning, systems thinking and personal responsibility for seeking collaboration – essential elements in the life of real organizations. Individual reflective capability and group conversational processes for enhanced learning skills are stimulated in follow-up discussion after LDO with video input on key incidents. The learning achieved is generally observed to be beyond what conventional classroom activities can offer and sets in motion new thinking to consolidate and apply academic knowledge across the whole programme, providing a stimulus to career development.
{"title":"Designing and implementing a Learning Development Outdoors component for an MSc in HRD","authors":"D. Eldridge, Dave Smith, Sheila Vaughan, Lujia Feng","doi":"10.1080/13678868.2022.2080997","DOIUrl":"https://doi.org/10.1080/13678868.2022.2080997","url":null,"abstract":"ABSTRACT The aim of this paper is to examine the contribution that Outdoor Learning Development (LDO) makes to a university postgraduate programme in Human Resource Development for international students with work experience. It establishes the rationale for LDO inclusion based on notable research contributions and differentiates the role and format of this event from conventional outdoor management development programmes through a focus on self-organized learning. The progression from individual learning to intra-group learning over the three days of the event is based on the interplay of action, theoretical inputs and self-evaluation. An emphasis is placed on purposeful conversation for shared learning, systems thinking and personal responsibility for seeking collaboration – essential elements in the life of real organizations. Individual reflective capability and group conversational processes for enhanced learning skills are stimulated in follow-up discussion after LDO with video input on key incidents. The learning achieved is generally observed to be beyond what conventional classroom activities can offer and sets in motion new thinking to consolidate and apply academic knowledge across the whole programme, providing a stimulus to career development.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"26 1","pages":"341 - 352"},"PeriodicalIF":6.3,"publicationDate":"2022-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44657467","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-27DOI: 10.1080/13678868.2022.2069429
B. Barhate, Malar Hirudayaraj, Prakash K. Nair
ABSTRACT This study aims to compare the leadership challenges and behaviours in the information technology (IT) sector in India and the United States during the current COVID-19 pandemic. Through a basic exploratory qualitative study, we examined the challenges faced by leaders in both countries and how they evolved their leadership behaviours to meet employee needs and maintain business continuity. Even though situations resulting from the national lockdown and remote work varied across the two countries, leaders faced similar challenges with employee productivity, increased isolation, teamwork, client interactions, and employee’s work life balance. Our findings confirm that leaders from heterogeneous countries exhibit homogeneous behaviours. Leaders invested in increasing their virtual presence, demonstrates exemplary behaviour, and practiced distributed leadership to enable seamless communication among team members.
{"title":"Leadership challenges and behaviours in the information technology sector during COVID-19: a comparative study of leaders from India and the U.S","authors":"B. Barhate, Malar Hirudayaraj, Prakash K. Nair","doi":"10.1080/13678868.2022.2069429","DOIUrl":"https://doi.org/10.1080/13678868.2022.2069429","url":null,"abstract":"ABSTRACT This study aims to compare the leadership challenges and behaviours in the information technology (IT) sector in India and the United States during the current COVID-19 pandemic. Through a basic exploratory qualitative study, we examined the challenges faced by leaders in both countries and how they evolved their leadership behaviours to meet employee needs and maintain business continuity. Even though situations resulting from the national lockdown and remote work varied across the two countries, leaders faced similar challenges with employee productivity, increased isolation, teamwork, client interactions, and employee’s work life balance. Our findings confirm that leaders from heterogeneous countries exhibit homogeneous behaviours. Leaders invested in increasing their virtual presence, demonstrates exemplary behaviour, and practiced distributed leadership to enable seamless communication among team members.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"274 - 297"},"PeriodicalIF":6.3,"publicationDate":"2022-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47182096","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-27DOI: 10.1080/13678868.2022.2078529
Sanghamitra Chaudhuri, Nisha N. Manikoth
{"title":"A cross-country kaleidoscope of leadership and learning: lessons from the pandemic","authors":"Sanghamitra Chaudhuri, Nisha N. Manikoth","doi":"10.1080/13678868.2022.2078529","DOIUrl":"https://doi.org/10.1080/13678868.2022.2078529","url":null,"abstract":"","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"271 - 273"},"PeriodicalIF":6.3,"publicationDate":"2022-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41892085","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-26DOI: 10.1080/13678868.2022.2071096
L. Nguyen, Oliver S. Crocco, O. Tkachenko, Victoria Jonathan
ABSTRACT The COVID-19 pandemic has tested the leadership in organizations of all sizes, industries, and geographic areas. Although substantive literature exists on leadership during a crisis, less attention has been paid to regional leadership and leaders’ response during a crisis. The critical roles that regional organizations such as the Association of Southeast Asian Nations (ASEAN) and the European Union (EU) play in a crisis call for a better understanding of how these organizations and their leaders respond to regional crises. This paper provides a comparative insight into regional leaders’ crisis leadership and communication approaches in ASEAN and the EU during the COVID-19 pandemic in 2020. We describe the response timelines of the two regional organizations and highlight the significant roles of regional leaders in coordinating and implementing regional responses during a crisis, including providing consistent communication and collective leadership to facilitate cooperation, solidarity, and efforts towards recovery. We provide implications for HRD research and practice, specifically around the role of regional leaders in creating and implementing Regional HRD mechanisms in response to crises.
{"title":"Crisis leadership during COVID-19: the response of ASEAN and EU regional leaders","authors":"L. Nguyen, Oliver S. Crocco, O. Tkachenko, Victoria Jonathan","doi":"10.1080/13678868.2022.2071096","DOIUrl":"https://doi.org/10.1080/13678868.2022.2071096","url":null,"abstract":"ABSTRACT The COVID-19 pandemic has tested the leadership in organizations of all sizes, industries, and geographic areas. Although substantive literature exists on leadership during a crisis, less attention has been paid to regional leadership and leaders’ response during a crisis. The critical roles that regional organizations such as the Association of Southeast Asian Nations (ASEAN) and the European Union (EU) play in a crisis call for a better understanding of how these organizations and their leaders respond to regional crises. This paper provides a comparative insight into regional leaders’ crisis leadership and communication approaches in ASEAN and the EU during the COVID-19 pandemic in 2020. We describe the response timelines of the two regional organizations and highlight the significant roles of regional leaders in coordinating and implementing regional responses during a crisis, including providing consistent communication and collective leadership to facilitate cooperation, solidarity, and efforts towards recovery. We provide implications for HRD research and practice, specifically around the role of regional leaders in creating and implementing Regional HRD mechanisms in response to crises.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"381 - 399"},"PeriodicalIF":6.3,"publicationDate":"2022-05-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48758499","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-13DOI: 10.1080/13678868.2022.2072701
Karen R. Johnson, Pallvi Arora, B. Singh
The coronavirus disease (COVID-19) pandemic caused by the SARS-CoV-2 virus resulted in unprecedented economic disruption in global business operations across industries that led to a shutdown of the world economy (Arora and Suri 2020). The overnight transformation in workplace operations caused drastic changes to the way organizations functioned; changes driven primarily by governments’ mandates to manage the public health impacts from the virus. Because of the nature of business, the tourism and hospitality industry has been one of the hardest hit , globally (Gursoy and Chi 2020). Worldwide, governments’ initiatives to flatten the infection rate curve, included lockdowns, closure of international borders, domestic and international flight and cruise travel restrictions, and the adoption of Standard Operating Procedures (SOPs) like the six-feet social distancing and mask wearing. With some degree of regional variation, the impacts of COVID-19 led to the closure of hospitality operations, resulting in serious repercussions for the industry (Sharma and Mahendru 2020). Since governments in both developed and developing countries recognize the hospitality economic and social major generator foreign exchange earnings, and employment creation 2005), addressing the impact of COVID-19 was an urgent concern for industry leaders. While a high degree of uncertainty and disruption had been caused by the pandemic at the broader level of hospitality operations, attention is also drawn to its impact on the workforce. By nature, this industry is heavily human resource intensive (Jayawardena Simply stated, it takes numerous employees at various levels to operate the industry (Baum Any in the industry creates impacts on the workforce. significant in international travels, millions of hospitality employees felt the effect of reduced work hours, furlough, or loss of employment. Prior to the pandemic, a and reshaping organizational operations in response to the disruption. The study highlights the importance of leadership actions during crisis events and the significance of the reflection-in-action approach. Formal and on-the-job training for CEOs and management should include components on leading through crises to prepare leaders to manage the organization into successful recovery. Leadership crisis training should provide the opportunity to hypothetically test various crisis management models to determine best case scenarios for handling different types of crises. Leaders can be trained to adopt certain competencies to lead effectively and to achieve organizational resilience through its strategies, employees, and other resources (Wooten and James 2008). The results from the crisis management model can be used in HRD practice to offer guidance on how the hotel industry can respond to, and recover from, the devastating effects of COVID-19.
{"title":"A cross-country analysis of hotel leaders’ response to COVID-19: a way forward","authors":"Karen R. Johnson, Pallvi Arora, B. Singh","doi":"10.1080/13678868.2022.2072701","DOIUrl":"https://doi.org/10.1080/13678868.2022.2072701","url":null,"abstract":"The coronavirus disease (COVID-19) pandemic caused by the SARS-CoV-2 virus resulted in unprecedented economic disruption in global business operations across industries that led to a shutdown of the world economy (Arora and Suri 2020). The overnight transformation in workplace operations caused drastic changes to the way organizations functioned; changes driven primarily by governments’ mandates to manage the public health impacts from the virus. Because of the nature of business, the tourism and hospitality industry has been one of the hardest hit , globally (Gursoy and Chi 2020). Worldwide, governments’ initiatives to flatten the infection rate curve, included lockdowns, closure of international borders, domestic and international flight and cruise travel restrictions, and the adoption of Standard Operating Procedures (SOPs) like the six-feet social distancing and mask wearing. With some degree of regional variation, the impacts of COVID-19 led to the closure of hospitality operations, resulting in serious repercussions for the industry (Sharma and Mahendru 2020). Since governments in both developed and developing countries recognize the hospitality economic and social major generator foreign exchange earnings, and employment creation 2005), addressing the impact of COVID-19 was an urgent concern for industry leaders. While a high degree of uncertainty and disruption had been caused by the pandemic at the broader level of hospitality operations, attention is also drawn to its impact on the workforce. By nature, this industry is heavily human resource intensive (Jayawardena Simply stated, it takes numerous employees at various levels to operate the industry (Baum Any in the industry creates impacts on the workforce. significant in international travels, millions of hospitality employees felt the effect of reduced work hours, furlough, or loss of employment. Prior to the pandemic, a and reshaping organizational operations in response to the disruption. The study highlights the importance of leadership actions during crisis events and the significance of the reflection-in-action approach. Formal and on-the-job training for CEOs and management should include components on leading through crises to prepare leaders to manage the organization into successful recovery. Leadership crisis training should provide the opportunity to hypothetically test various crisis management models to determine best case scenarios for handling different types of crises. Leaders can be trained to adopt certain competencies to lead effectively and to achieve organizational resilience through its strategies, employees, and other resources (Wooten and James 2008). The results from the crisis management model can be used in HRD practice to offer guidance on how the hotel industry can respond to, and recover from, the devastating effects of COVID-19.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"298 - 320"},"PeriodicalIF":6.3,"publicationDate":"2022-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43494727","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-10DOI: 10.1080/13678868.2022.2069428
Jouharah M. Abalkhail
ABSTRACT This study explores responses of public sector leaders to the COVID-19 crisis and their perceptions regarding the impact of the pandemic. Situated in the under-researched Middle Eastern cultural context, the paper draws on data from qualitative, in-depth semi-structured interviews with public sector leaders in Saudi Arabia and Oman. The qualitative analysis revealed that leaders in both countries responded to the crisis by displaying certain behaviours and actions, including sharing power, finding ways to maintain productivity in a virtual work environment, prioritizing employee well-being, and using effective virtual communication strategies. This study provides evidence that, even with complex challenges and negative effects of the crisis, there is a window of opportunity to reform the workplace and to strengthen group cohesion and solidarity within public organizations. The paper also offers novel insights into leaders’ experiences, contributing to theory and practice in this area. The findings identify approaches for human resource development practitioners and government sectors in embracing collective leadership styles and implementing group cohesion strategies to strengthen organizational culture and ultimately to overcome any future crisis.
{"title":"Leading through the COVID-19 crisis: a study of the public sector in the Arab Middle East","authors":"Jouharah M. Abalkhail","doi":"10.1080/13678868.2022.2069428","DOIUrl":"https://doi.org/10.1080/13678868.2022.2069428","url":null,"abstract":"ABSTRACT This study explores responses of public sector leaders to the COVID-19 crisis and their perceptions regarding the impact of the pandemic. Situated in the under-researched Middle Eastern cultural context, the paper draws on data from qualitative, in-depth semi-structured interviews with public sector leaders in Saudi Arabia and Oman. The qualitative analysis revealed that leaders in both countries responded to the crisis by displaying certain behaviours and actions, including sharing power, finding ways to maintain productivity in a virtual work environment, prioritizing employee well-being, and using effective virtual communication strategies. This study provides evidence that, even with complex challenges and negative effects of the crisis, there is a window of opportunity to reform the workplace and to strengthen group cohesion and solidarity within public organizations. The paper also offers novel insights into leaders’ experiences, contributing to theory and practice in this area. The findings identify approaches for human resource development practitioners and government sectors in embracing collective leadership styles and implementing group cohesion strategies to strengthen organizational culture and ultimately to overcome any future crisis.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"342 - 359"},"PeriodicalIF":6.3,"publicationDate":"2022-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47080381","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-06DOI: 10.1080/13678868.2022.2073119
Rimjhim Banerjee-Batist, Krishna Gajjar, P. Saxena, Judy B. Smetana, Ashutosh Muduli
ABSTRACT As the COVID-19 pandemic overwhelmed the world, educational leaders implemented crisis management plans to mitigate its impact on their students, faculty, staff, and their families. We studied five cases in the education sector in the world’s largest democracies: the United States of America and India. Through document analysis and semi-structured interviews, we investigated the responses of educational leadership during each stage of the crisis. In the cases we studied, leaders in USA adopted a consultative decision-making approach more often than their Indian counterparts. Moreover, group-based approach was evident only among leaders in USA. Leaders in both countries were creative and diligent in communicating, both to gather information as well as for dissemination. Leaders had to think out of the box to meet the needs of students and faculty, as well as the communities in their immediate areas. Resource identification and distribution, overcoming the digital divide between rural and urban areas, and the acquisition and appropriate allocation of safety equipment are just a few of the challenges addressed by the academic leaders. This study makes an important contribution to crisis leadership by looking at competencies needed to manage a crisis, and the influence of national culture in decision-making behaviours during a crisis.
{"title":"Leadership response to COVID-19: a comparative analysis of the education sector in USA and India","authors":"Rimjhim Banerjee-Batist, Krishna Gajjar, P. Saxena, Judy B. Smetana, Ashutosh Muduli","doi":"10.1080/13678868.2022.2073119","DOIUrl":"https://doi.org/10.1080/13678868.2022.2073119","url":null,"abstract":"ABSTRACT As the COVID-19 pandemic overwhelmed the world, educational leaders implemented crisis management plans to mitigate its impact on their students, faculty, staff, and their families. We studied five cases in the education sector in the world’s largest democracies: the United States of America and India. Through document analysis and semi-structured interviews, we investigated the responses of educational leadership during each stage of the crisis. In the cases we studied, leaders in USA adopted a consultative decision-making approach more often than their Indian counterparts. Moreover, group-based approach was evident only among leaders in USA. Leaders in both countries were creative and diligent in communicating, both to gather information as well as for dissemination. Leaders had to think out of the box to meet the needs of students and faculty, as well as the communities in their immediate areas. Resource identification and distribution, overcoming the digital divide between rural and urban areas, and the acquisition and appropriate allocation of safety equipment are just a few of the challenges addressed by the academic leaders. This study makes an important contribution to crisis leadership by looking at competencies needed to manage a crisis, and the influence of national culture in decision-making behaviours during a crisis.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"321 - 341"},"PeriodicalIF":6.3,"publicationDate":"2022-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48737088","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
ABSTRACT The purpose of this study was to explore the educational leadership support as perceived by K-12 teachers and leadership effectiveness in addressing the work transition during the COVID-19 pandemic in two countries: China and the U.S. In this exploratory study, sixteen K-12 teachers from China and the U.S. were interviewed. Our findings indicated that participants received educational leadership support in daily tasks, well-being, and training and development. Participants also indicated that their leaders helped them cope with the work transition by empowering and inspiring them. However, the leaders also faced challenges including limited resources and lack of authorization from upper-level administration. Differences in educational leadership were identified between China and the U.S. in terms of communication and trust-building, work-life/family balance, and safety. This study provides insights for educational leaders and HRD professionals on strategies to support teachers in a crisis such as the pandemic.
{"title":"Educational leadership support for work transitions during COVID-19: perceptions of K-12 teachers in United States and China","authors":"Yuanlu Niu, Yi-Jung Lee, Claretha Hughes, Xu Xu, Yidan Zhu","doi":"10.1080/13678868.2022.2072700","DOIUrl":"https://doi.org/10.1080/13678868.2022.2072700","url":null,"abstract":"ABSTRACT The purpose of this study was to explore the educational leadership support as perceived by K-12 teachers and leadership effectiveness in addressing the work transition during the COVID-19 pandemic in two countries: China and the U.S. In this exploratory study, sixteen K-12 teachers from China and the U.S. were interviewed. Our findings indicated that participants received educational leadership support in daily tasks, well-being, and training and development. Participants also indicated that their leaders helped them cope with the work transition by empowering and inspiring them. However, the leaders also faced challenges including limited resources and lack of authorization from upper-level administration. Differences in educational leadership were identified between China and the U.S. in terms of communication and trust-building, work-life/family balance, and safety. This study provides insights for educational leaders and HRD professionals on strategies to support teachers in a crisis such as the pandemic.","PeriodicalId":47369,"journal":{"name":"HUMAN RESOURCE DEVELOPMENT INTERNATIONAL","volume":"25 1","pages":"360 - 380"},"PeriodicalIF":6.3,"publicationDate":"2022-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43675771","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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