The problem and the solution. In this conceptual article, emotional intelligence (EI) is critiqued, particularly as a resource for leadership development. Ultimately, this article seeks to answer the question: What should human resource development (HRD) professionals know and reflect on as they consider the use of EI instruments and interventions in leadership development? The transmutation of emotions in organizations from negative and irrational to a positive attribute of successful leaders is traced, demonstrating how emotions have traditionally been mobilized in organizations to achieve instrumental goals. The following questions are explored: Is there one accepted model of EI? What are the instruments and measures for EI? Is there a definitive association between EI and leadership effectiveness? What issues are raised by generalizing EI abilities and competencies across cultures or in multicultural contexts? How might EI training enable leaders to abuse power more skillfully to achieve personal or organizational ends? In conclusion, suggested areas of concern for HRD practitioners are raised, and alternative ways to include increased awareness of emotions in leadership development are discussed.

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The problem and the solution . Leader development, expanding an individual's leadership capacity, may include learning to transform perspectives as one objective.This paper explores how such transformation might be achieved through appreciative inquiry (AI).The authors define AI and transformative learning and articulate a perspective being advanced which highlights the relationship between them. Using two illustrative examples from organizational and educational settings, the authors describe the AI process and propose how the process might be conducted to achieve transformative leader development. Through these examples, they explore the types of affirmative questions that guided participants' conversations and led to commitment to action and shift in perspectives that are important elements of transformative learning.The authors propose that AI may increase a leader's capacity to generate his or her role anew through inner work and an inside-out orientation (Hunt, 1987). They consider ways in which AI can be coupled with other sources of learning, expanding its use beyond a tool for developing organizational leadership capacity through large-systems organizational change to one that is focused on developing individual leader capacity.

The Problem Leaders and members of virtual teams do not always have the opportunity to seek training and development to overcome the challenges of being culturally and geographically distant, nor the serendipitous exchanges afforded by proximity to work associates who might provide mentoring for personal or professional guidance. How then might organizations and human resource development (HRD) professionals foster relationships that are supportive in nature, considered critical for many outcomes associated with individual and leadership development and virtual team success? The Solution Drawing on the theoretical perspective that communication is constitutive of social, psychological and organizational realities, a conceptual model was developed through an interpretive study. The model highlights how informal developmental relationships emerge, what type of communication constitutes these relationships, and the impact they have on leaders and members of virtual work teams. The Stakeholders The results of this study have implications for leaders and members who work virtually and for HRD professionals seeking strategies to create and improve informal developmental relationships through the medium of virtual work team communication. Opportunities exist for researchers to explore the effectiveness and outcomes of building developmental relationships in virtual contexts.