• 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.

Management Development: Narratives, Ritual and Symbolism
Management development: Narratives, ritual and symbolism

Mma Ramotswe was horrified when she read of people being described in the newspapers as consumers. That was a horrible, horrible word, which sounded rather too much like cucumber, a vegetable for which she had little time. People were not just greedy consumers, grabbing everything that came their way, nor were they cucumbers for that matter; they were Botswana, they were people! (Alexander McCall Smith, In the Company of Cheerful Ladies, 2004: 177)

After reading this chapter you will be able to:

  • Explain the distinctive features of the constructivist Discourse
  • Identify the guiding theories which inform constructivist management development Discourse
  • Discuss how this leads to a particular construction of management development and what this serves to illuminate about ...
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