Human resource management practice I also available by michael armstrong

Leadership and 

management 

development

Key ConCePts and terms

Action learning

Development centre

Leadership

Leadership and management 

development

Leadership development

Management

Management development

Management succession planning

Outdoor learning

LearnIng outComes

On completing this chapter you should be able to define these key concepts. You should 

also understand:

 

●

The nature of leadership and 

management development

 

●

The nature of leadership and 

management

 

●

Leadership and management 

development compared

 

●

Leadership development

 

●

Management development

 

●

Formal approaches to management 

development

 

●

Informal approaches to management 

development

 

●

The role of the organization

 

●

The role of the individual

 

●

The role of HR and L&D specialists

 

●

The criteria for leadership and 

management

321

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Part 

5

  Learning and Development

322

Introduction

This chapter is about what organizations can do to 

develop effective leaders and managers, bearing in 

mind the point made by Drucker (1955: 158) that: 

‘The prosperity if not the survival of any business 

depends  on  the  performance  of  its  managers  of  

tomorrow.’

The chapter starts with a definition of leadership 

and management development. This leads to a dis-

cussion of the nature of leadership and management 

as  a  basis  for  an  analysis  of  what  leadership  and 

management development programmes might cover 

and an examination of the extent, if at all, to which 

leadership development and management develop-

ment  programmes  are  different. The  conclusion  is 

reached that while they are closely associated, and 

indeed may be conducted jointly, they are sufficiently 

different to justify being examined separately, which 

is undertaken in the next two sections of the chapter.