I think HBR articles are highly useful and educative pieces of valuable information, which are written engagingly and insightfully. The selected article is primarily focused on the topic of leadership and how its practical implications differ significantly in comparison with how it is taught. It is important to note that the piece provides a set of valid and plausible points, such as making leadership training experiential, focusing on “being,” developing systemic context, and involving experts less (Rowland, 2016). I agree with the fact that leadership training should be delivered with a hands-on element since the process of being a leader can be highly chaotic and full of unplanned or unexpected disturbances, which are difficult to cover during classroom-based settings. It seems that the researchers overlooked that experts can provide a depth of understanding that guider might not be unable to do because conceptual comprehension of situational details is only possible to master if a person teaching them possesses highly advanced knowledge on the subject of leadership.
The insights provided in the article are applicable in practice since it is possible to develop leadership training strategies, which heavily focus on the experiential aspect of the process. In my organization, leadership is highly distanced and detached from the “being” part, which makes it only directed at the “doing” side of the relationship between leaders and employees. The studies presented in the article and HBR articles, in general, are reliable and valid since it is a rarity to find questionable examples of sources. I wish I had insights into the procedural aspects of research questions on human resource management’s role in emotional intelligence as a critical component of competent leadership and managerial practices. There are no concerns with the studies since they are relevant, and I have not read any information, which would be considered contradictory. My question is, what role does EI play in managing employees’ job satisfaction.
Reference
Rowland, D. (2016). Why leadership development isn’t developing leaders. Harvard Business Review.