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...

Examines the importance of the individual and the organization in the learning process of managers. Discusses recognizing and using learning opportunities, providing help, and using real‐time management experience for learning. Focuses on action learning and empowerment.

Describes three of the situations in which a manager can be helped to learn by others – problem solving, using networks, colleagues. States that the reason so many so‐called learning opportunities are not effective is because they are not managed. Takes six helpers – boss, grand boss,...

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...

Little has been written about developing directors and even less about how to integrate learning on a formal programme with learning through work itself. Reviews new research on learning from experience and describes the four approaches which were found to have been used by directors. Gives...

Examines the importance of the individual and the organisation in the learning process of managers. Discusses recognising and using learning opportunities, providing help, and using real‐time management experience for learning. Focuses on action learning and empowerment.