Three presentations are provided from the Academy of Human Resource Development (HRD) 2000 Conference Proceedings. "Leadership Development: A Review of the Theory and Literature" (Susan A. Lynham) has four parts that analyze the leadership development process: the present state of the available body of knowledge on leadership development; core knowns in the body of literature; key "voids" or "unknowns" in the literature; and contributions to and possible implications of the insights gained for future HRD research. "Developing Workplace Leaders through Their Emotional Reactions: Creating Committed Change Agents To Build a Learning Organization" (Darren C. Short, Peter Jarvis) explores the concept and design of leadership development at an emotional level (learning through emotional reactions) and describes a program of book readings, group discussions, and reflective writing. Wider implications for HRD are raised. "Investigation of a Leadership Development Program" (Brad D. Lafferty, Christina L. Lafferty) used Sashkin's Visionary Leadership Theory (VLT) to study whether leadership training at a certificated military leadership school affects individual leadership style and characteristics. It offers findings that support VLT and suggests that exposure to the transformational leader has long-term effects that continue beyond the training intervention. The papers contain reference sections. (YLB)