Preparing managers beforehand to appreciate and adopt new behaviours associated with a forthcoming organizational change should enhance the success of change practices as new changes are initiated. Moreover, education that exposes employees to the pending realities of their industry, such as nursing research, can play an important role in the development of positive beliefs about changes facing their organizations.

Purpose The purpose of this paper is to provide a viewpoint on leadership development in the conflict transformation and peacebuilding fields, highlighting a need for the inclusion of some new topics to address contemporary leadership concerns. Design/methodology/approach The author provides experiential reflections on developing global leaders in the peacebuilding field. Findings This paper illustrates the importance of developing peacebuilders, currently used methods, and describes prospective topics that may enhance learning and effectiveness. Practical implications This paper offers suggestions for academics and practitioners on new ways of teaching leadership development to those professionals in the field of peacebuilding. Originality/value The author describes challenges and opportunities in leadership development for peace professionals in a global context.

This article delineates the lessons from four human service organizations that merged into two reconfigured nonprofit organizations. It incorporates experiences in which merger efforts were ineffective as well as successful. We endeavor to offer steps that can assist nonprofits in the merger process after the decision has been made to investigate and consider a merger. The findings offer a road map from a due diligence standpoint, a process of assessment, design, and strategy execution for the establishment of a merger process. It is designed to complement Gulati's (1998) social network theory, which delineates the identification of partners and the building alliances.

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