• 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 and Best-Practice
Management development and best-practice

Mandalay is one of the few place names in Burma that have not been changed by the Burmese military government. … The generals were rewriting history. When a place is renamed, the old name disappears from maps, and eventually, from human memory. By renaming cities, towns, and streets, the regime seized control of the very space within which people lived. (Emma Larkin, Secret Histories, 2005: 11)

After reading this chapter you will be able to:

  • Describe how management development strategies and interventions come to be part of a best-practice discourse
  • Explain how the systemic nature of organizations can often frustrate the strategic aspirations of management development
  • Discuss and assess three best-practice approaches to developing managers and leaders
  • Provide a critical assessment of a ...
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