Leadership and Management Development

This much-needed book takes a critical and reflective approach to leadership and management development. The author team draw on their strong practitioner backgrounds to combine a thorough research base with a multitude of cases and examples. The reflective questions and problem-based scenarios that follow these case studies are used to encourage academic, practical and personal development and provide opportunities for formative and summative assessment. This title takes a broad view of leadership and management development, which encompasses all the activities and processes making up the organization's attempts to create an ongoing supply of appropriate leadership and management capacity, to enable it to achieve its objectives, to sustain and transform itself as necessary. A truly international range of cases are employed, as well as examples from the not-for-profit and commercial sectors and from organizations of all sizes, to provide a rounded picture of how management and leadership works across all sectors. A full range of pedagogical features are used both in the book and on the Online Resource Centre, to aid students' development. The wide range of academic references incorporates the latest research in the field, providing a platform for students to extend their learning. In addition to being suitable for a wide range of courses related to leadership and management development, this book has also been mapped against the latest CIPD elective standards in Leadership and Management Development and against the compulsory module entitled Leading, Managing and Developing People. Online Resource Centre: For Lecturers: PowerPoint Slides - 10 -15 slides per chapter Artwork from the book Suggested answers to review and discussion questions For Students: Full audio podcasts with practitioners expanding on case studies in the book: Nando's, West Yorkshire Fire and Rescue Service, and a strategic health authority Sample exam questions with answers Flashcard glossary Multiple choice questions with feedback Annotated web links arranged by topic Further reading updates

Table of Contents:
1: Introduction to leadership and management development Part 1: Leadership and Management Development Context and Strategy 2: Leadership and Management Development, and Organizational Strategies 3: Contextual factors in Leadership and Management Development 4: The History of Leadership and Management Development 5: The Nature of Leadership and Management Part 2: Understanding Learning of Leaders and Managers 6: How does Learning Occur in Leadership and Management Development? 7: Individual Differences in Leadership and Management Development: why not clone Managers? Part 3: Learning Processes, Interventions and Evaluation 8: Leadership and Management Development Processes to Add Value 9: Design and delivery of Leadership and Management Development Interventions 10: Evaluation of Leadership and Management Development Part 4: Contemporary Issues in Leadership and Management Development 11: Developing Leaders and Managers for a Diverse Workforce 12: Developing Ethical Leaders and Managers 13: Developing Leaders and Managers with a Global Competence 14: Summary and Thoughts for the Future

About the Author :
Jan Carmichael is Head of the Division of HR in the Business School at the University of Huddersfield. She leads a team of academics who work mainly on part-time professional courses for employed students in many different organizations. Jan is an experienced HR professional and Chartered Fellow of CIPD. Her main research interests include gender and equality, reflection and workplace learning and she is involved in a number of employer engagement initiatives with national organisations. Chris Collins is a Senior Lecturer in HRM at the University of Huddersfield where his responsibilities include teaching overseas in South Asia. Chris has been active for many years with Awarding Bodies in the fields of Management and Health and Social Care. Prior to working with the University Chris had over twenty years' experience in the public sector within education, health and social care and learning and development. Peter Emsell is a part time Senior Lecturer in HR at the University of Huddersfield. Peter is also an active business consultant who works with several SME organisations across a range of industry sectors, such as clothing design and manufacturing, sports management, food manufacturing and food retailing. Previous to this Peter's management experience covered 25 years in private and public sector where he held senior HR positions in large corporate organizations within the telecoms sector. His main research area is in Strategic HRM and executive development. Jon Haydon is a Senior Lecturer in the Business School at the University of Huddersfield, based at the Oldham campus. Before joining the university he spent many years working in a variety of roles in local government, mostly involving learning and development. He spent two years as an L&D consultant working in the public and third sectors and is currently Chair of a local social enterprise providing a range of marketing, project development and training services centred on regeneration, social inclusion and economic development.

Review :
Students will like this book, because it offers a highly processed analysis which introduces important contextual influences and deals explicitly with the Management Development 'things' their organisations do. The authors use international case studies as well as UK ones, which is of paramount importance today. The text is well-written and accessible, yet also highly developed, demonstrating familiarity with contemporary MD practices and issues. The chapters cover a broad range and diversity of theory which is well summarised with clarity and appropriate brevity.