• 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: Identity and Discipline
Management development: Identity and discipline

Many existing linguistic or representational systems are shown to be self referential. … They produce the very same world that they appear to accurately represent. (Alvesson and Deetz, 2000: 105)

Any system of education is a political way of maintaining or modifying the appropriation of discourses, along with the knowledges and powers they carry. (Foucault, 1984: 123)

After reading this chapter you will be able to:

  • Explain the theoretical and epistemological underpinnings of the dialogic Discourse to management development
  • Discuss some of the key studies that constitute the research domain of the dialogic Discourse to management development
  • Identify the distinctiveness of the dialogic Discourse's conceptualization of ‘the manager’ and the ‘developing’ manager
  • Understand and describe the dialogic Discourse's distinctive treatment of management ...
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