Editor's Note

Love, Leadership & Other Lores of HR |


Hilda Rosca Nartea

Originally written in English

Some say good leadership is a lot like love. It entails doing good for the other’s sake; it’s an act of will as well as of empathy (mind and heart). There are triumphs and tragedies, there is building the future together and there is working through the essential monotony of the everyday. In this case, love here is less about fuzzy feelings, but more about the serious work of making human connections and evidence-based, humane decisions.

Research professor Brené Brown’s two-decade study calls for vulnerability, the courage to lead with the whole heart exposed. A longitudinal study by Sigal Barsade and Olivia O’Neil posits that a culture of love leads to improved workplace outcomes, while leadership and organizational behavior advisor Duncan Coombe suggests the framework of LoveOS, where love is an operating system that powers up strategy, finance, HR, the entire organization. Author John Hope Bryant writes about love-based leadership as the way to business and personal success, while James Kouzes and Barry Posner in their book “The Leadership Challenge” propose: “The best-kept secret of successful leaders is love: staying in love with leading… Leadership is an affair of the heart.”

While this stance on leadership is not really new, it’s still deemed unconventional. A growing body of work though believes it as key to navigating the changing world of the workplace. VUCA – that military acronym contemporary organizations have adapted to describe their situation as well – no longer describes just the battlefield or just the workplace. Instead, it is the new, everyday reality for people across the world facing dramatic change on several and simultaneous levels, from politics to culture to the economy to the natural environment and so on. 

An evolving world means evolving workplaces too, and so for HR this means anticipating, dealing with, and hopefully influencing how these big, ongoing changes affect the way people work today. To make things more interesting, HR is facing all these disruptions while juggling the “same old” challenges on engagement, performance reviews, recruitment, and so on. As Managing Editor Yoshiharu Matsui notes in a discussion with SHRM CEO Johnny C. Taylor, Jr., employee engagement scores around the globe have not changed much in the past 19 years, making it important to determine how HR professionals can make a real disruption in the real world today.  

Expectedly, all these developments will affect the work HR does in leadership building. How? That is the question this issue of The HR Agenda aims to investigate.

In his editorial and the cover piece for this issue, Taka Masutani thoughtfully and deftly weaves leadership development in organizations with the current global climate, where there must be no hiding of inconvenient truths anymore, and where moral and ethical paths have never been more important.

The Center for Creative Leadership shares the core action steps to undertake the important task of defining leadership in an organization, while Mercer speaks to emerging HR leaders with a step-by-step guide to navigating their first 100 days as a CHRO.

Meanwhile, Knowledge@Wharton smashes myths on what leaders can do to really help employees improve, as Philip Carrigan reveals how leadership development can begin even during the hiring phase.

For our AskHR section, our in-house experts answer how HR can help frontline managers become more effective leaders, while our HR legal columnist provides some guidance on the new law for the promotion of Work Style Reform. Similarly, the Country Focus section looks inwardly as it details what the Reiwa Era may mean for organizations and HR in Japan.

Finally, Yoshiharu Matsui in his column asks the urgent and crucial question of how HR can use leadership development as a platform for improving organizational performance, and in the process of asking also revealing real-world lessons on sustainable, strengthened employee and organizational performance.

Some might say, for such is the language of good leadership/love: connections, innovation, respect, authenticity, service, humor, asking the tough questions. After all, true leaders do not simply manage change – they make it happen.






 予想されるように、これらの発展は、リーダーシップ構築に当たるHRの仕事に影響を与えるだろう。それはどのような手順を踏むのだろうか。この問いこそ、「The HR Agenda」の今号が探求するテーマにほかならない。








Hilda Rosca Nartea is editor in chief of The HR AgendaShe heads the content team of a Dubai-based digital agency and is also a content producer for non-profit organizations, having done projects for the United Nations Development Programme under the Philippine Department of Energy. She studied Film and Audio-Visual Communications at the University of the Philippines.

ヒルダ・ロスカ・ナルテア The HR Agenda編集長。ドバイに本拠を置くPRエージェンシーのライティングチーム責任者。そのかたわら、複数のNPO法人のコンテンツプロデューサーを務める。またかつて、フィリピン・エネルギー省のもとで、国連開発計画のいくつかのプロジェプロジェクトを担当したこともある。フィリピン大学で映画視聴覚コミュニケーションを専攻した。                              


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