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

Thomas Garavan; Sandra Watson; Ronan Carbery; Fergal O’Brien

doi:10.1177/0266242615594215

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

Thomas Garavan
, Sandra Watson
, Ronan Carbery
, Fergal O’Brien

Department of Accounting & Finance

Edinburgh Napier University
University College Cork

Research output: Contribution to journal › Article › peer-review

Abstract

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.

Original language	English
Pages (from-to)	870-890
Number of pages	21
Journal	International Small Business Journal: Researching Entrepreneurship
Volume	34
Issue number	6
DOIs	https://doi.org/10.1177/0266242615594215
Publication status	Published - 1 Sep 2016

Keywords

HR strategy
SMEs
leadership

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abstract = "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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AU - Carbery, Ronan

AU - O’Brien, Fergal

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

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Keywords

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