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

While suggesting a very simple two link value chain: development creating capability and
capability creating performance, this representation allows for some likely complexities:
• Performance may come in many forms and be measured in different ways.
• Management and leadership capability may come in different forms (e.g. located in
individuals, teams, organisations, and be for different things (e.g. innovation,
efficiency, motivation and commitment).
• There may be many different processes by which forms of capability contribute to
forms of performance.
• There may be many different development processes that develop different forms of
capability.
• How these processes work may vary with context (economic sector, size or
organisation, etc.).
In these terms:
Chapter 3 deals with what management and leadership capability is, and what can be said
about its current state – for the UK and generally.
Chapter 4 deals with the evidence-based confidence that we can have that management and
leadership development contributes to performance through enhancing capability.
Chapter 5 deals with what we know about how this works and how it varies with context.
Chapter 6 deals with the research issues in making these conclusions evidence based, in a
way that improves policy and practice choices.
Chapter 7 deals with the priorities that this review suggests for future research.
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