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Research Report No 560 The Development of Management and Leadership Capability and its Contribution to Performance: The evidence, the prospects and the research need John Burgoyne, Wendy Hirsh and Sadie Williams The views expressed in this report are the authors’ and do not necessarily reflect those of the Department for Education and Skills. © Lancaster University 2004 ISBN 1 84478 286 7 1
ACKNOWLEDGEMENTS This report has been written by John Burgoyne, Wendy Hirsh and Sadie Williams as members of the Management and Leadership Development Research Network. This group consists of researchers concerned with the topic of this research. Other members have made specific contributions. Chris Mabey has provided a special input on nature and effects of corporate management development. Kim James, David Beech, and Lew Perren have provided special reviews on corporate management and leadership development strategies, leadership and the development of management and leadership capability in small and medium enterprises respectively. The general approach to the project, locating specific studies, drawing conclusions from these, and the judgements about useful future research priorities have been informed by discussions in the network group and comments by its individual members as the review has progressed. The members not already mentioned are: Kamal Birdi, Richard Bolden, Johnathan Gosling, Jim Hillage, Matias Ramirez, Penny Tamkin, Marc Thompson, Stephen Watson and Stephen Wood. 2
Page 1: The Development of Management and L
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 and 18: programmes or work and often staff
Page 19 and 20: qualities. It is important to think
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
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Business and management HE and indi
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5: How can Management and Leadershi
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Simulations There are several kinds
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Managers report high levels of pers
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The ‘entrepreneurial imagination
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who are able to create an environme
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Involvement of line managers in dev
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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
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 and 100:
Senge, P (1990). The fifth discipli
Page 101:
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