• 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.

Grand Discourses of Management Development
Grand discourses of management development

A key contention of this book is that a fuller understanding of management development is achieved by invoking different/competing discourses (Alvesson and Deetz, 2000). To date, much research in the field has been atheoretical and acontextual. Collectively, studies seeking to theorize management development have drawn on a diverse range of approaches but, individually, each has tended to utilize a favoured methodology, remaining firmly rooted in a single frame, discourse or paradigm. This has led to a fragmented picture, a confusing set of findings and indistinct guidance for those responsible for developing managers. So what particular contribution might a multi-discourse approach to management development bring and to what extent can different discourses be reconciled to inform reflexive ...

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