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Leading in a Time of Uncertainty: The Next Decade

A Special Issue of People and Strategy
The Journal of the Human Resource Planning Society
Theme of the Issue
World-wide shifts in the global economy have taken place during the last decade. These, along with changes in the political, technological, demographic, and corporate governance environments, have affected ways of doing business to an unprecedented degree. As we look to the decade ahead, we expect that rapid change, uncertainty and complexity will be the norm. Leaders across the globe therefore are challenged to provide direction at a time when the complexity and uncertainty they face are at historic highs. Many of the proven definitions, sourcing and development approaches, and models for leadership seem woefully inadequate now.
For this special issue, we are looking for innovative and thought-provoking research, in-depth case studies, and empirically grounded frameworks and perspectives that will help shape the way we think about, identify, develop and position leaders for the next decade.

Types of articles we are looking for:
We hope to publish a variety of articles that answer questions such as, but not limited to:
·         What will be demanded of leaders in the next decade? How will new demands affect our current approaches to selecting and developing leaders? What does bench planning and succession management look like in a world of shifting targets?
·         What are the implications of increased uncertainty and complexity in our global business environment for current leadership models? How will our models and ideas about leadership need to change in the coming decade?
·         What are emerging business models based in technology and powerful networks showing us about traditional ideas about leadership? About governance and decision making?
·         How can research in cognitive neuroscience help us to better understand the nature of leadership? To develop leader capabilities and shape the ways we communicate and organize?
This special issue is about fresh approaches to the topic of leadership that readers, especially CEOs, government leaders, general managers and HR leaders, can use to guide us through the complexity of the next decade.
We are not interested in literature reviews or purely theoretical pieces. We are especially interested in the following types of contributions to this special issue:

·         New research that looks at the challenges leaders are facing in the next decade and ways they are and/or will need to think and act to meet these challenges and impact the performance of their organizations and stakeholders.
·         In-depth case studies from around the world that show how approaches to leadership are put to work, both successfully and unsuccessfully, and speak to lessons learned. These should address how leaders handle complexity and uncertainty in their environments. We also are interested in how leaders operate “outside of the box” to create linkages within and across organizational, geographical, industry and cultural boundaries and “silos” to spur innovation and rapid results.
·         Frameworks that help the reader better understand the interaction between what leaders’ needs are and effective ways to identify, develop and enhance needed competencies in different business environments; how to anticipate and address problems of the next era in business; how to address the complexity of leading in an uncertain global marketplace, how to resolve dilemmas.
Writing Style and Guidelines
Full-length articles are 4-5,000 words We are looking for articles that have the following attributes:
·         Strategic Importance: Has a link to business decisions and doesn’t rehash well known information; is the type of article an HR reader might pass on to a business executive to educate about a concept, provide the basis for a discussion, or influence thinking
·         Impact: Has a “so what” for the HR executive reader as well as the business reader; for example, does not just present research findings but also discusses consequences
·         Actionable: Focuses on solutions, not just descriptions of issues
·         Grounded: Based on research or theory (with references) to provide a “proof of concept,” not just armchair observation; provides frameworks that can be applied in a variety of situations
·         Point of view: Makes a case for thinking about a topic differently
·         Readable: Nonacademic prose; active verbs, present tense and minimal jargon
About People & Strategy
People & Strategy is the professional journal published quarterly by the Human Resource Planning Society (HRPS). HRPS, begun in 1977, is comprised of business and Human Resources Leaders, university faculty, consultants, and general managers in private and public organizations. The journal is read by members of HRPS and other professionals interested in better understanding the ways in which informed human resource management contributes to the achievement of business strategies and superior performance. The journal provides management knowledge and tools based on recent advances in management thinking and research. It includes reports of original research, interviews with top managers and scholars, articles on trends and techniques, as well as research briefs and book reviews. Designed to meet the knowledge needs of contemporary leaders, the articles and other features are selected on the basis of their cutting edge thinking, practical application and value to our readers. The Executive Editor (Ed Gubman), the Managing Editor (Theresa Wojtalewicz) of People & Strategy and other members of the Editorial Review Board and/or ad hoc reviewers evaluate manuscripts. Criteria for evaluation include significance of contribution to the field of human resource management; usefulness of knowledge; timeliness of content; originality; provocative nature of content; quality of the data supporting the points; logical; and well-written. Reviewers’ comments will be sent to authors as a guide.

·         April 15, 2010 Submit a one-page overview of article concept and author’s bio for initial feedback
·         June 1, 2010 Articles are due to People & Strategy – a well-written draft ready to be edited
·         July 9, 2010 We will indicate if the article is accepted, and, if so, what revisions are needed; if your article is accepted we will work closely with you to shape and revise it between July and October
·         October 15, 2010 All articles are in final form
·         January 2011 Publication of Special Issue
Submission Information
All submissions should be sent electronically in a word document to:
Theresa Wojtalewicz
Human Resource Planning Society
The editors for this special issue of People & Strategy are Lee Konczak and Kathy Molloy. Please feel free to direct your questions and ideas to them:

Lee J. Konczak
Washington University in St. Louis
(314) 935-5042
Kathy Molloy
ChangeWorks International

No manual submissions will be accepted. Please designate in your email that this submission is for the Special Issue – Leading in a Time of Uncertainty – The Next Decade.
We will not accept any articles that have been published previously or are current submissions to other publications.
To view the complete version of the Articles Submission Guidelines, including the Advice to Contributors section, please visit the Media Room/People and Strategy at www.hrps.org  or  http://www.hrps.org/submissionsGuide.html.