- 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.
Part I: Understanding the Significance of Management Development
Despite the intense interest in the development of managers and leaders and a good deal of research over recent decades, the field remains ripe for enquiry with many vexing questions still unresolved. How can managerial capability be bench-marked and to what extent can productivity at a national or organizational level be linked to the calibre of managers and leaders? Cultivating leadership talent is expensive and time-consuming for employers; the opportunity costs can also be high, design lead-times can be lengthy and the time-lagged effects difficult to determine. Given this, how confident are we that such resource allocation is worthwhile? Individual investment can be considerable too; participants frequently make personal sacrifices to update their expertise ...