The purpose of this paper is to explore how social capital-based training and development (T&D) practices enhance leadership competencies in telecommunication organizations. Social capital in the light of key role as the theoretical lens, this paper has been analyzed and the empirical data was obtained from 12 managers of the telecommunication organizations selected by purposive sampling technique and via in-depth interviews using semistructured questions by qualitative design. Through in-depth interviews, we explored direct relationships between structural, relational and cognitive social capital with training and development which were the basis for facilitating leadership competencies. Thus, this study provides interesting theoretical findings and practical implication. First, our findings revealed that social capital with networking relationships within heterogeneous managerial echelons of organizations largely favours training and development, especially under relational & cognitive dimensions. Second, social capital perspective immensely supports leadership competencies through the positive influence of training and development. From a practical viewpoint, organizations by enhancing leadership competencies can create value and ensure sustainable growth for the firms.
Volume 12 | 07-Special Issue
Pages: 451-463
DOI: 10.5373/JARDCS/V12SP7/20202127