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

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al., 2000), the more a capacity to deal with personal relationships is necessary to enable progress towards achieving the strategic business vision. • Mabey and Thomson (2000) highlighted some management skills in high demand: managing people, leadership, team working and customer focus. Within leadership they picked out motivation and teamwork followed by strategic vision and delivering results. We see all these ideas, and more besides, in the current discussion of managerial skills. It is fairly unclear which of all these skills have been shown to link with performance, and which just seem sensible ideas. • A recent telephone survey of Business Schools conducted by the Institute for Employment Studies asked about the people management and leadership skills which individual managers attending Business Schools were highlighting as their own learning needs. The list included: giving negative feedback; dealing with the tension between 'hard' and 'soft' management styles, delegating well when under pressure; and dealing with conflict and politics (Tamkin, Hirsh and Tyers, 2003). It is interesting to note that Business Schools were unsure as to whether they followed genuine changes in the demands on managers, or whether they themselves 'led' shifts in thinking by finding new angles for training programmes. Some older empirical work by psychologists has attempted to discover which features differentiate managers who perform well, so as to identify capabilities which link with performance. These studies have looked for features of different kinds and used different methods. Meta-analyses of high performance leadership competencies • Schippman and his colleagues (1991) identified 21 main task dimensions of management work, informed by an analysis of 21 research studies between 1949 and 1986. They used an activity-based approach. • Fleishman and his colleagues (1991) specified 13 leader behaviour dimensions evaluated in relation to 65 classifications of leadership behaviour between 1944 and 1986. This approach is based on describing behaviour in relation to four superordinate operational functions involved in all human work activities: information acquisition; information processing and decision; information storage; physical and communicative action. This cognitive perspective on human functioning tends to downplay the role of emotion. • Yukl and colleagues (1990) defined 13 specific leadership behaviours or managerial practices. This work was based on factor analysis of the behavioural skills required for effective performance. • Tett and his colleagues (2000) identified 53 management competencies that reflect a combination of personal attributes and behavioural skills. This study builds on work in 12 earlier studies of managerial performance between 1951 and 1993. So the definition of what managers and leaders need can be expressed in terms of management tasks; management or leadership skills or behaviours; or in terms of personal 12
qualities. It is important to think about these different ways of expressing management and leadership capability when seeking to use any of the frameworks on offer. Beech (2003) is in favour of unpicking tasks, personal attributes and skills in order to clarify the objectives, design and measurement of management and leadership development. The knowledge that managers also need to have has been rather neglected in this field of work, although organisations see this as one important critical outcome of career experience (Hirsh, 2003) and, of course, it is largely what Business Schools have taught. Leadership and management The term 'leadership' causes considerable confusion. Some people assume leaders are those near the top of organisations and therefore define leadership in such terms, often emphasising strategy and vision. Others use the term 'leadership' to describe the more transformational aspects of management at any level, especially the motivation of employees and the management of change. So in English, the idea of 'leadership' embodies both the heroic leader at the top (Wellington or Nelson) and the brave foot soldier - a pretty confusing mix. Management on the other hand, appears a more mundane and formal affair, the dictionary definition including words like 'direct', 'control' and 'resources.' Some writers seem to take it as given that leadership and management are distinct. For example, Boyatzis (1993) sees management concerned with competitive advantage, predictable results, and solving problems. He sees leadership as concerned with mission, purpose, change, excitement, and inspiration. Others feel that management and leadership are 'inseparably interwoven in life at work' (Beech Working Paper, 2003). This debate about whether leadership is different from management has probably now served its purpose in the UK - to recognise that managers need to provide direction and motivate people as well as organise work. 13
Page 1 and 2: The Development of Management and L
Page 3 and 4: ACKNOWLEDGEMENTS This report has be
Page 5 and 6: 4.3.1 Impact of HRM and management
Page 7 and 8: 1: Executive Summary The executive
Page 9 and 10: Although it is clear that performan
Page 11 and 12: initiatives like Investors in Peopl
Page 13 and 14: concerns the forms of management an
Page 15 and 16: 3: The Nature and Current State of
Page 17: programmes or work and often staff
Page 21 and 22: National Management Standards and g
Page 23 and 24: different levels and in different t
Page 25 and 26: there is a significant perceived op
Page 27 and 28: countries, such as Germany, rely on
Page 29 and 30: Development for senior managers and
Page 31 and 32: 4: Does Management and Leadership D
Page 33 and 34: choose such courses largely for voc
Page 35 and 36: Johnson and Winterton (1999) report
Page 37 and 38: Management development and organisa
Page 39 and 40: Training and organisational perform
Page 41 and 42: (Pfeffer, 1998). One of his seven h
Page 43 and 44: • Hoque's study (1999) of over 20
Page 45 and 46: competence ('skills needed for new
Page 47 and 48: 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
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Insufficient evidence about the imp
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direct reports indicated that the m
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that that terms like management and
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5.7.3 What managers need to learn A
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Outcomes in the voluntary sector ar
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organisational success. He draws bo
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For the purposes of this review we
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7: Priorities for Future Policy and
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Both of these are difficult to inve
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• Research on the effectiveness o
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Bibliography AGR (2001). Graduate S
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Burke M and Day R (1986). A cumulat
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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 and 100:
Senge, P (1990). The fifth discipli
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