• 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.

Conclusion: Making Sense of Management Development
Conclusion: Making sense of management development

Management theories … often present themselves as homogeneous and incontrovertibly true, a kind of universal panacea. It would be extremely useful if such faith systems were to be subject to serious criticism from inside as to their limitations, self-delusions and partial distortions … Becoming critical of faith, while not abandoning it, is emancipatory, empowering work. (Stephen Pattison, The Faith of Managers, 1997: 52, 54)


On several fronts, there are indications to show that organizations, irrespective of country, sector and size, are taking management development ever more seriously. This can be seen in terms of financial investment, the sheer amount of training undertaken, the incidence of policy statements and the range of methods used to achieve ...

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