The Development of Management and Leadership Capability and its ...

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Copies of this publication can be obtained from: DfES Publications P.O. Box 5050 Sherwood Park Annesley Nottingham NG15 0DJ Tel: 0845 60 222 60 Fax: 0845 60 333 60 Minicom: 0845 60 555 60 On-line: www.dfespublications.gov.uk © Lancaster University 2004 Produced by the Department for Education and Skills ISBN 1 84478 286 7 Ref No: RR560 www.dfes.go.uk/research
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The Development of Management and L
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ACKNOWLEDGEMENTS This report has be
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4.3.1 Impact of HRM and management
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1: Executive Summary The executive
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Although it is clear that performan
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initiatives like Investors in Peopl
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concerns the forms of management an
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3: The Nature and Current State of
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programmes or work and often staff
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qualities. It is important to think
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National Management Standards and g
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different levels and in different t
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there is a significant perceived op
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countries, such as Germany, rely on
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Development for senior managers and
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4: Does Management and Leadership D
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choose such courses largely for voc
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Johnson and Winterton (1999) report
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Management development and organisa
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Training and organisational perform
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(Pfeffer, 1998). One of his seven h
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• Hoque's study (1999) of over 20
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competence ('skills needed for new
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may make the organisational benefit
Page 49 and 50: Impact of business and management d
Page 51 and 52: Given that, on average, Business an
Page 53 and 54: Business and management HE and indi
Page 55 and 56: 5: How can Management and Leadershi
Page 57 and 58: Simulations There are several kinds
Page 59 and 60: Managers report high levels of pers
Page 61 and 62: The ‘entrepreneurial imagination
Page 63 and 64: who are able to create an environme
Page 65 and 66: Involvement of line managers in dev
Page 67 and 68: One example is a thorough and stron
Page 69 and 70: Insufficient evidence about the imp
Page 71 and 72: direct reports indicated that the m
Page 73 and 74: that that terms like management and
Page 75 and 76: 5.7.3 What managers need to learn A
Page 77 and 78: Outcomes in the voluntary sector ar
Page 79 and 80: organisational success. He draws bo
Page 81 and 82: For the purposes of this review we
Page 83 and 84: 7: Priorities for Future Policy and
Page 85 and 86: Both of these are difficult to inve
Page 87 and 88: • Research on the effectiveness o
Page 89 and 90: Bibliography AGR (2001). Graduate S
Page 91 and 92: Burke M and Day R (1986). A cumulat
Page 93 and 94: Dunbar, R (1996) Grooming, Gossip a
Page 95 and 96: Jennings, D. (2002). Strategic mana
Page 97 and 98: NHS (2003). Leadership Qualities Ca
Page 99: Senge, P (1990). The fifth discipli
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