The serving organisation and leadership for sustainable human development
by Roland Ferenc Szilas
World Review of Entrepreneurship, Management and Sustainable Development (WREMSD), Vol. 10, No. 1, 2014

Abstract: The paper outlines the development of the foundational anthropological and leadership perspectives on dominant human resource management models. Two influential HRM models (the Michigan model and the Harvard model) are described in detail, with consideration of the assumptions they make about human nature and the leadership principles they are based on. After evaluating these HRM models the author proposes the introduction of a more complex anthropological basis for HRM that includes ideas about the spirituality of self-transcendence and the importance of incorporating a virtue perspective on practicing servant leadership. These ideas are integrated in a model of the serving organisation, in which human resource management makes way for leadership for sustainable human development.

Online publication date: Fri, 30-May-2014

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the World Review of Entrepreneurship, Management and Sustainable Development (WREMSD):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com