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HR Practitioners' Role in Leadership Development and Their Use of Tailoring Strategies.

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Τίτλος: HR Practitioners' Role in Leadership Development and Their Use of Tailoring Strategies.
Συγγραφείς: Schmidt, Manuela1 (AUTHOR) manuela.schmidt@ju.se, Kjellström, Sofia1 (AUTHOR), Avby, Gunilla1,2 (AUTHOR)
Πηγή: International Journal of Training & Development. Jul2026, p1. 11p.
Θεματικοί όροι: *Personnel management, *Qualitative research, *Human resources departments, Leadership training, Individualized instruction, Institutional environment
Γεωγραφικοί όροι: Sweden
Περίληψη: ABSTRACT Human resource development increasingly emphasizes strategic training and development activities to support the growth of leaders and their leadership skills. This underscores the growing importance of human resource (HR) practitioners, who are often responsible for overseeing leadership development (LD). Despite their central role, research on HR practitioners' experiences and perspectives on LD design and delivery remains limited. This study explores how HR practitioners organize and refine LD in various organizational settings. This qualitative study employes an exploratory design and uses inductive thematic analysis of 24 semistructured interviews conducted across diverse organizational settings in Sweden. HR practitioners use three main strategies to organize LD: (1) tailoring LD to the organizational context, (2) tailoring LD to leaders' personal needs and growth expectations and (3) tailoring LD activities to context and leaders. The effectiveness of these strategies, however, depends on the practitioners' organizational support and work conditions, which can enable or constrain HR efforts. HR practitioners play a multifaceted role in shaping LD, balancing organizational goals with individual growth. Successful implementation of tailored LD strategies requires not only professional expertise, but also adequate resources, organizational support and strategic involvement. [ABSTRACT FROM AUTHOR]
Copyright of International Journal of Training & Development is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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  Data: ABSTRACT Human resource development increasingly emphasizes strategic training and development activities to support the growth of leaders and their leadership skills. This underscores the growing importance of human resource (HR) practitioners, who are often responsible for overseeing leadership development (LD). Despite their central role, research on HR practitioners' experiences and perspectives on LD design and delivery remains limited. This study explores how HR practitioners organize and refine LD in various organizational settings. This qualitative study employes an exploratory design and uses inductive thematic analysis of 24 semistructured interviews conducted across diverse organizational settings in Sweden. HR practitioners use three main strategies to organize LD: (1) tailoring LD to the organizational context, (2) tailoring LD to leaders' personal needs and growth expectations and (3) tailoring LD activities to context and leaders. The effectiveness of these strategies, however, depends on the practitioners' organizational support and work conditions, which can enable or constrain HR efforts. HR practitioners play a multifaceted role in shaping LD, balancing organizational goals with individual growth. Successful implementation of tailored LD strategies requires not only professional expertise, but also adequate resources, organizational support and strategic involvement. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of International Journal of Training & Development is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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        Value: 10.1111/ijtd.70040
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      – Code: eng
        Text: English
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        PageCount: 11
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        Type: general
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      – SubjectFull: Human resources departments
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      – SubjectFull: Leadership training
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      – SubjectFull: Individualized instruction
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      – SubjectFull: Institutional environment
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      – SubjectFull: Sweden
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            NameFull: Schmidt, Manuela
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            – D: 26
              M: 07
              Text: Jul2026
              Type: published
              Y: 2026
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