Articlebronze2014

What Do HRD Scholars and Practitioners Need to Know About Power, Emotion, and HRD ?

29 citations0/0 files storedHuman Resource Development Quarterly

No readable copy stored yet — this record is metadata only.

Human Resource Development and Performance Evaluation Adult and Continuing Education Topics Organizational Learning and Leadership

Abstract

In this article, written for the 25th anniversary volume of HRDQ, I have been invited to focus on emotion and power in the context of HRD. It is hoped that my article will help to inform and to stimulate the future flow of manuscripts in this area. My starting point is to suggest a simple rule, which is that development is beset with contradictions. I argue that a better understanding of the contradictions that are integral to HRD will lead to improvements in the design and implementation of learning and development practices within the messy, complicated, and power‐filled world of organizations.

Citations in this library

Stored only when both papers are in the corpus — 29 citations exist upstream.

References

2011The SAGE handbook of leadership 2006Power and Organizations 2014Power in Management and Organization Science 2011Integrating Emotions into the Analysis of Institutional Work 2001Public Reflection as the Basis of Learning 2001Power and emotion in organizational learning 2012The Unwanted Self: Projective Identification in Leaders’ Identity Work 2003Psychosocial Studies and Psychology: Is a Critical Approach Emerging?

Cited by

2019Examining the Relationship Between Leaders' Power Use, Followers' Motivational Outlooks, and Followers' Work Intentions 2015Employees’ Perceived Use of Leader Power and Implications for Affect and Work Intentions 2018A Review Of The Literature On Human Resource Development: Leveraging Hr As Strategic Partner In The High Performance Organization 2020Communicating influence: positioning the trainer as an organizational leader

Imported from OpenAlex (CC0) — nothing here is generated.