The purpose of this study was to shape a history of management training and development through the contributions and life histories of current leaders in the fields of management and human resource development (HRD). Although HRD was practiced for years under the guise of craft guilds and apprenticeships, HRD is still considered a relatively new field by many in academia and industry, having only been formally defined in 1969 by Leonard Nadler.; Throughout the past three decades, many leaders attempted to shape, define, and describe the field of HRD. Consequently, HRD has gained increased respect and status in the organizational hierarchy. The intent of this study was to illuminate an historical dimension of this broad field so that practitioners might better understand and learn from the successful leaders of the past before launching into the future. The portions under examination were the contributions and life histories of nominated leaders (Peter Drucker, Robert Mager, Malcolm Knowles, Dugan Laird, Leonard Nadler, Robert Blake and Jane Mouton) in the field of management training and development (HRD).; To develop themes and trends in the evolution of the field of HRD, the following features of HRD leaders were examined: significant life history events, long-standing contributions to HRD, roles as practitioners, and critical reviews. Some of the most compelling findings were: First, all current leaders in HRD "backed into" HRD as a profession. Second, HRD leaders carry potent messages based on their work experiences. Third, the emergence of the knowledge society and changing demographics increased the demand for training, education, and development in industry. Fourth, most HRD leaders do not claim to be the originators of their ideas, rather they have the abilities to "translate" existing concepts into understandable ideas. Fifth, the heroes of the legendary figures in this study were all "doers," not just theoreticians. Likewise, so too were the leaders in this study. Sixth, leaders in HRD prefer learning from a single success rather than multiple failures. And seventh, it took all of the leaders of HRD to build the field into what it is today. Alone, their vision may have gone unnoticed.
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