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

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5.6 Management and leadership development and factors linking with capability and performance impact .............................................................................................................63 5.6.1 Management and leadership development which incorporates feedback...............64 5.6.2 The contributory role of organisational processes and climate ..............................65 5.7 What makes a good manager, leader, and entrepreneur in differing circumstances?....66 5.7.1 Entrepreneurial skill................................................................................................67 5.7.2 Leadership skill.......................................................................................................67 5.7.3 What managers need to learn..................................................................................69 5.7.4 Changing management skills..................................................................................69 5.8 Management and leadership in the public sector...........................................................69 5.9 Size of organisation .......................................................................................................71 5.10 Dominant organisational culture .................................................................................72 6: What is the Strength of the Evidence? .......................................................74 Overview .............................................................................................................................74 7: Priorities for Future Policy and Practice Research ..................................77 Overview .............................................................................................................................77 7.1 The need for more evidence based research in general .................................................77 7.2 Research on effect as well as situation ..........................................................................78 7.3 Corporate good practice and external education, training and development support....78 7.4 Priorities and relative knowledge gaps..........................................................................79 7.5 Specific opportunities and challenges ...........................................................................80 Bibliography ......................................................................................................83 5
1: Executive Summary The executive summary sets out the main conclusions from this review of whether and how management and leadership development contributes to performance, and what further research would help us adopt policies and practices to maximise this benefit. The conclusions are based on the inferences that can reasonably be made from empirical research, and are, in that sense, evidence based. The reader will find more on the evidence and methods of this in the main report. This executive summary concentrates on the conclusions. A ‘summary of the summary’ can be made in these few points: Management and leadership development can and does, in the UK and elsewhere, enhance performance for economic and social benefit. It does not currently do so to its full potential, and there are therefore further performance gains to be had from improving it. This improvement can come as much or more from improving the precision with which the management and leadership development investment is made (by individuals organisations and the state), than by increasing the scale of the investment – though the latter might usefully grow as confidence in performance benefit becomes more secure. This is because management and leadership development contributes to performance in multiple rather than a single way, and what is effective varies very much with situation and context. Fitting the right approach to the specific context is the key. Management and leadership capability is located collectively in organisations, sectors, and regions, and initiatives to develop these, in addition to ones based on education, training and development to create individual capability are needed. Not all capability that exists at the individual level is fully used in collective organisational processes, for a mixture of motivational, organisational and reward reasons. A major priority for future research therefore needs to be oriented to improving understanding of what forms of management and leadership development work in what situations. To do this future research in this area needs to be more coordinated, more about effect and impact as well as describing the status quo, more longitudinal (to allow for the identification of effects over time) and involve more evaluation to improve, and learn the lessons from, ongoing practice. 1
Page 1 and 2: The Development of Management and L
Page 3 and 4: ACKNOWLEDGEMENTS This report has be
Page 5: 4.3.1 Impact of HRM and management
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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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
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Burke M and Day R (1986). A cumulat
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Dunbar, R (1996) Grooming, Gossip a
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Jennings, D. (2002). Strategic mana
Page 97 and 98:
NHS (2003). Leadership Qualities Ca
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Senge, P (1990). The fifth discipli
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