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Article10.1177/0266242615594215

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

Thomas N. Garavan,Sandra Watson,Ronan Carbery,Fergal O’Brien-2015-07-22-International Small Business Journal Researching Entrepreneurship
76

TL;DRAbstract

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.

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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.

Keywords

BusinessHuman resource managementKnowledge managementHuman resourcesManagementEconomicsComputer science

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