• Summary
  • Contents
  • Subject index

Chris Mabey and Tim Finch-Lees provide a fresh analysis of the concept and practice of management and leadership development (MLD). Grounded in research, the authors set out the current state of management and leadership development practices, before introducing readers to competing theories of MLD and offering them a more critical perspective. Throughout the book, ideas are illustrated by international case studies and vignettes that evoke the perceptions and interests of the whole range of stakeholders in the management development process.

Meso-Discourses of Management Development
Meso-discourses of management development

Part two of the book was concerned with four Grand Discourses of management development: functionalist, constructivist, dialogic and critical. We now turn our attention to three meso-discourses of management development: best-practice, institutionalist and diversity. We have chosen these three from many that might have been selected, because we believe them to have particular currency at this time (others would include: talent management, life-long learning, social capital, continuing professional development, intangible assets). Also, they are illustrative of different types of meso-discourse. Best-practice discourse, by definition, is driven by a practitioner concern with competitive performance which has subsequently attracted scholarly attention and respectability. Institutionalist discourse has a more theoretical origin, arising from debates about the influence of socio-cultural context on ...

  • Loading...
locked icon

Sign in to access this content

Get a 30 day FREE TRIAL

  • Watch videos from a variety of sources bringing classroom topics to life
  • Read modern, diverse business cases
  • Explore hundreds of books and reference titles