Parameswaran, Hima2021-11-112021-11-112021-112616-6828https://bspace.buid.ac.ae/handle/1234/1927Increasingly, organizations have realized that to bring about effective change, they need to emphasize leadership strategies. While leadership theories focus on key characteristics of the leadership experience, the leadership development interventions are not related to structural contingencies, and rarely connected to a particular leadership theory. The present study provides an integrated framework for linking leadership theories with specific developmental interventions. Accordingly, it was conducted in randomly selected companies in the UAE with the help of a closed-ended questionnaire. A stratified proportional sampling from 300 observations offers outlooks of employees in their organizational leadership styles. Also, a descriptive analysis using SPSS 24.0 maintains the significance level of the latent variables such as process paradigm and strategic human resource development to the independent variable, leadership interventions. The findings confirm the alignment of models extracted from the theories to the variables discussed in the questionnaire. Thus, the study proves that while responding to internationalization and rapid changes in the external environment, adopting a strategic-management approach to the provision of leadership is crucial. However, it also enlightens that the selected companies should restructure the traditional HRM function into strategic, operational, and functional levels. To operationalize the process, the existing HR strategies need to redesign with company strategies, right from HR practices, policies, and productivity goals. Future studies can be rendered by developing new strategies by leadership implications with optimal workforce utilization.enprocess paradigmstrategic human resource developmentleadership theoriesleadership interventionsUnited Arab Emirates (UAE)HR strategiesArticle