It is argued that management development has been too concerned with inputs instead of outputs. The author′s research on learning styles is described and his most recent work on how managers learn from work experience is discussed. This is shown to be driven by four approaches – intuitive,...

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.