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

up evaluation to track its use and effects would provide useful evidence on
organisation rather than individual focused leadership and management development.
See Investors in People (2003).
• The more macro research discussed in this review suggests that it might be the case
that organisational attention to management and leadership development may have its
effect more through increasing motivation and commitment rather than enhancing
skill and ability. The research was not specifically designed to test this, and it would
be useful to investigate this more systematically as it has important implications.
• Although it has been argued that it makes sense to consider management and
leadership as aspects of the same thing (see section 7.2) it is the case that very
different development traditions have grown up around leadership and management
respectively. A comparative evaluation of these approaches would inform decisions
about how to combine development approaches for management/leadership
capability.
• The idea that some aspects of management and leadership capability may be largely
innate, and hence not susceptible to development, has revived in recent years after a
long period in which it has been assumed that it is all learnable (Nicholson 1998,
2000). Since much rests on this question, in terms of what is sensible for investment
in development, this should be investigated further in the context of contemporary
management and leadership.
• Whether those aspects of management an leadership that are to do with innovation
and creativity can themselves be codified, both in terms of their form and their
development, of whether these can only be left to emergent and unplanned processes.
Management, leadership and entrepreneurship are variously seen as combining
different ‘hard’ and ‘soft’ skills. Whether these are equally easy to measure, or
measurable in the same way, is a question of practical and theoretical importance.
• Further work to investigate the performance effects of adopting the corporate
management and leadership good practice frameworks that have been developed
through consultation and examining high performing organisations (for example
Reichwald R. and Moeslein K. 2003, James and Burgoyne 2001). This would include
the practices involved in making the best use of management and leadership
capability within organisations, an opportunity highlighted by this review.
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