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

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1: Executive Summary........................................................................................1 2: Introduction ....................................................................................................6 3: The Nature and Current State of Management and Leadership Capability ............................................................................................................9 Chapter overview...................................................................................................................9 3.1 The population of managers and leaders in the UK ......................................................10 3.2 Management and leadership capability .........................................................................11 3.2.1 Changing ideas about management and leadership................................................11 3.2.2 Competencies and frameworks...............................................................................14 3.2.3 Issues in relation to management skills and competencies.....................................16 3.2.4 Ethnic minority groups in management and leadership and gender differences....17 3.3 Management and leadership development: current state, recent and future trends.......18 3.3.1 Volume and nature of management and leadership development in the UK .........18 3.3.2 Trends in management and leadership development..............................................21 4: Does Management and Leadership Development Enhance Performance? .............................................................................................................................25 Chapter overview:................................................................................................................25 4.1 Management and leadership capability and national performance................................27 4.1.1 Does management and leadership affect national productivity? ............................27 4.1.2 Does the UK have a management skills shortage?.................................................28 4.2 Management and leadership development capability, management and leadership development and organisational performance.....................................................................29 4.2.1 Management and leadership capability and organisational performance...............29 4.2.2 Management and leadership development and organisation performance.............30 4.2.3 Wider HRM and organisation performance, and management and leadership......33 4.3 Management and leadership development, individual capability and individual performance .........................................................................................................................38 3
4.3.1 Impact of HRM and management and leadership development at individual level .........................................................................................................................................38 4.3.2 Does capability necessarily lead to performance?..................................................40 4.4 Evidence for the impact of higher education in management and leadership on capability and performance..................................................................................................42 4.4.1 Employment and career impact ..............................................................................42 4.4.2 Individual learning and skills .................................................................................45 4.4.3 Impact on individual performance at work.............................................................46 4.4.4 Impact on organisational and national performance...............................................48 5: How can Management and Leadership Development Work? .................49 Overview .............................................................................................................................49 5.1 Effect of learning environment and challenges faced....................................................50 5.2 Formal and informal development approaches..............................................................52 5.2.1 Mentoring and coaching .........................................................................................52 5.2.2 Management development and organisational strategies .......................................53 5.3 Capabilities needed for specific aspects of management and leadership ......................54 5.3.1 Management competences can be taught ...............................................................54 5.3.2 Creativity and the management of change..............................................................54 5.3.3 Need for more than basic competences ..................................................................56 5.4 Effect of organisational and managerial support...........................................................57 5.4.1 Organisational context............................................................................................57 5.4.2 Effects of transformational leaders.........................................................................58 5.5 How management and leadership development affects performance ...........................59 5.5.1 Ways in which HR practices affect performance ...................................................59 5.5.2 Relating management development to performance ..............................................60 5.5.3 Difficulties of establishing a clear link...................................................................61 5.5.4 Proxy measures of capability..................................................................................63 4
Page 1 and 2: The Development of Management and L
Page 3: ACKNOWLEDGEMENTS This report has be
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
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
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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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