The purpose of this article is to construct an integrated theoretical model for building effective teams based on a literature review guided by several research questions on all aspects of teams, team building, team member selection, team development, and theoretical constructs that affect the development of effective teams. The principal outcome of this article is a relationship model that is grounded in the teams, teamwork, and team building literature and based on several theoretical frameworks. This rigorous model may be applied consistently among human resource development (HRD) practitioners and scholars to assist them in building effective teams.

Purpose – The aim of this study is to review published articles within the HRD and related fields to identify relationships between disparate streams of research (leadership and innovation and sustainability). Design/methodology/approach – Academic research supports the complex relationships between leadership and innovation and leadership and sustainability. An integrative literature review of published articles is used to gain an understanding about effective leadership as an important link between innovation and sustainability. Findings – The analysis revealed the parallel research streams are rather isolated from one another. Central themes focused around leadership roles, orientations, practices, and influences; leadership capacity building; and (global) leadership development. Emergent themes with respect to sustainability included global mindset and concern for others. Servant leadership was brought forth. Research limitations/implications – The literature review was drawn from the four Academy of Human Resource Development (AHRD) journals, as well as sources from the human resource management (HRM), business and management, and related fields. Practical implications – The study discussed influences of leadership on innovation and sustainability, mindsets and competencies, and leadership development strategies for use in understanding how to foster innovation and sustainable practices. Developmental activities including experiential learning, action learning, and service learning programs were considered. Originality/value – This article is among the first to highlight leadership as a connection between innovation and sustainability and provides a valuable platform for HRD scholars and practitioners interested in enhancing leadership capacity and development in these areas.

Group potency is one key determinant shown to positively influence the effectiveness and performance of groups and teams. This article presents research on potency of work groups in higher education and perceived organizational support as an antecedent. A total of 192 working professionals who were either holding or earning advanced degrees in human resource development, education, or consumer and family sciences completed questionnaires to determine the association of these two variables. The data were analyzed at the individual and group levels, and findings reveal there is a significant positive relationship between group potency and perceived organizational support.

The Problem. Science, technology, engineering, and mathematics (STEM) professions are recognized by educators and business leaders as being pillars to national economies that vie for wealth and prosperity. Nonetheless, human resource development (HRD) has largely been absent from the discussion on potential contributions it may provide to address recruitment, development, and retention issues that threaten a diverse, sustained supply of career ready STEM workers. Considering the changing nature of knowledge-intensive jobs and continuing growth in STEM occupations, HRD's role to advance STEM careers in the 21st century is significant. The Solution. The special issue moves beyond the rhetoric of the STEM teacher shortage and a skills gap to offer clarity around career readiness and retention in STEM and introduce HRD's responses through research, practice, and policy making. The issue provides examples and information that illustrate a range of strategies involving education, industry, and community partnerships to consider how to advance STEM careers from a more holistic perspective. The Stakeholders. Scholars, practitioners, teachers, administrators, industry leaders, and government officials who hold interest in promoting STEM careers.

PurposeBuilding on previous research that focused on Walgreens inclusive managers in South Carolina and Georgia, we studied leadership practices in Connecticut where effective and inclusive teams are developed.Design/methodology/approachUsing the case study approach, interviews with over 90% of the managers in a Walgreens distribution center where over a third of its workforce of 500 employees has a disability were conducted.FindingsCreating an inclusive workplace dramatically altered the culture of the distribution center. Our findings highlighted how managers transitioned from a telling and demanding autocratic style with a focus on production numbers to an inclusive management leadership style with a focus on investing in people and balancing teams. Additional discoveries include the role of complexity leadership concepts as essential to inclusive management attributes. Our findings point to a new driver in inclusive organizations: resolving employee performance and attitude issues.Originality/valueWith 200 disabled employees in the distribution center, managers and employees applied complexity leadership, enabling adaptive behaviors that helped form relationships focused on shared decision-making and problem solving. Managers showed mindfulness and empathy in building authentic relationships. Employee openness and the creation of safe attachments allowed leaders to gain greater engagement with employees, higher adaptability, innovation and resiliency. Inclusion was perceived as a benefit to managers as well as to employees, changing the organizational culture toward authentic relationships while exceeding performance metrics.