pt. 1. Leadership and management development in the twenty-first century -- pt. 2. Strategic work in leadership and management development -- pt. 3. Basics -- pt. 4. Advanced processes and tools -- pt. 5. Widening horizons.

Little has been written about developing directors and even less about how to integrate learning on a formal programme with learning through work itself. New research on learning from experience is reviewed and the four approaches which were found to have been used by directors are described....

Three different aspects of effectiveness in management development are drawn together: effective managerial behaviour, effective learning processes and development processes emphasising effectiveness.

Too little attention has been paid to the central process — learning — necessary for managerial skills to be developed. The article describes the techniques and processes used by the few people who give explicit attention to helping managers to improve their learning skills. It describes...

The article examines the results of a major survey of the processes of developing effective managers. The questionnaire‐based analysis was conducted by the International Management Centre from Buckingham and involved 144 directors. Individual directors were asked to describe the processes...

Looks briefly at the origins of the authors′ Learning Styles Questionnaire and the differences between it and Kolb′s Learning Styles Inventory. Gives answers to the most frequently asked questions and includes the acuracy of self‐perception, what to do if the results are ot believed,...

A response to the critique.

Looks at, discussing in depth, a number of works based on the learning organization. Compares, their strengths and weaknesses, and uses them to illustrate the possibilities and dangers of the current excitement regarding the learning organization. Concludes by redefining the learning...