The Problem The centrality of community engagement to the success of higher education is incontestable. When the coronavirus (COVID-19) pandemic emerged in early 2020, organizations and institutions, including universities had to suspend most community engagement activities, which is predominantly done in-person, across states in order to reduce the spread of the virus. This was a call for strategic rethinking to remain mission focused in adverse situations. The Recommendation I recommend the modified Framework for University Community Partnership (UCP) and scenario planning, a widely utilized support scheme for strategic decision making to human resource development (HRD) practitioners as pivotal for community engagement. This article seeks to help organizations adjust effectively to the “new normal.” The Stakeholders This article seeks to provide the impetus for higher education institutions to effectively develop community engagement processes in the post-COVID-19 era. Furthermore, the article is written to benefit HRD professionals, nonprofit organizations, volunteers, and other community engagement programs.

Purpose This paper aims to identify ways by which the core functions of human resource development HRD can be used to enhance the university–community partnership (UCP) in lieu of the “town and gown” era. Furthermore, the paper addresses the need to extend HRD activities beyond the organization and leverage HRD to spearhead the community-development agenda through coalition building between organizations, local universities and the community. Design/methodology/approach Literature on UCP is reviewed and analyzed, and the need to extend HRD focus beyond the organization to include community development through coalition building is discussed. A single-case descriptive analysis to illustrate the critical role of human resource and leadership development in UCP is done. Findings HRD’s interest in the UCP drive is negligible. UCP presents a new frontier for HRD research and practice because there is both public and private funding that can be assessed through the right contacts and networks. Originality/value The need for UCP has been a subject of discussion among scholars for time immemorial. However, the collapse of the “town and gown” era has inspired greater interest in UCP. HRD scholars and practitioners can leverage the expertise in applying andragogy principles, the focus on the adult learner and community leadership development to play a crucial in the UCP drive.

IntroductIonWe all might have been asked the question "are leaders born or made?" This question might have led to a healthy debate in a conversation or some academic discourse. However, to most traditional leadership systems where leadership is by kin selection, the forthright belief is leaders are born. Thus, an individual should share blood relations with a particular lineage to increase their chances of becoming a leader. It should, however, be noted that even in the most extreme cases where people are born to inherit from their predecessors, some form of development is required for them to be effective in their leadership roles. Leadership development is, therefore, germane to every kind of leadership.Leadership development in Ghana is a complex and important practice and can be discussed under many topical areas. However, in this chapter, we focus on popular models such as traditional leadership development and leadership development through education, among others, to

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Incessant occurrences of character failure of people in leadership positions that have characterized organizations in recent years call for critical examination of leadership behaviors. The Social Learning Theory and Trickle-Down Model are some of the common approaches previously used to analyze ethical leadership behaviors. However, the challenges with how these models inspire ethical behaviors call for further examination of the issue. Using a multidisciplinary integrative literature review, we present Vroom’s Valence–Instrumentality–Expectancy (VIE) Model of Motivation as an alternative model for examining ethical leadership behaviors. The VIE Model provides clarity regarding how leaders are motivated to behave ethically. We utilize ideas from the VIE model in conjunction with Starratt’s Three-Step Approach to develop a unique framework for examining ethical leadership behaviors. Our model highlights the importance of a leader’s values in creating organizational ethical values that eventually translate into professional ethical values. Using the motivational approach to inspire ethical leadership will drive organizational members to internalize ethical behavior as a conviction rather than complying with a set rule.