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Readership: The primary market for this text are students taking HR Master's and MBA modules. There will also be a secondary market of upper level undergraduate students. This title will be most suitable for those who have work experience that can be used as a basis to evaluate theoretical ideas through practice, but it has also been carefully written to be accessible for those without experience of the workplace.
Jan L. Carmichael, Head of Division of HRM, Huddersfield University Business School, Chris Collins, Senior Lecturer in Human Resource Management, Huddersfield University Business School, Peter Emsell, Senior Lecturer in Strategic Human Resource Management, Huddersfield University Business School, and Jon Haydon, Senior Lecturer in HRM and HRD at Huddersfield University Business School
"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." - Dr Michael Clark, Senior Lecturer, University of the West of England
"The authors use international case studies as well as UK ones, which is of paramount importance today." - Dr David Bright, Senior Lecturer in HRM and Director of Postgraduate Programmes, Hull University Business School
"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." - Kate Black, University of Chester
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