Table of Contents

1. Editors’ Introduction Part 1: Parameters of Management Development 2. Management Development: The Critical Discursive Approach 3. Corporate Technocrats or World Stewards?: What’s the Point of Management Development? 4. Strategic Management Development 5. Management Development for Unemployed Managers: The South Yorkshire Management Update Programme Part 2: Comparative Insights 6. Management Development in France 7. Towards Evidence-Based Management Development 8. A Stakeholder Approach to the Study of Management Education 9. Raising Future Leaders 10. (Inter)Cultural Management Part 3: Organizational Impact 11. Management Development in the Deventer Hospital 12. Clinical Leadership in the NHS: Developing Discourses and Learning Styles 13. Management Development for Women Entrepreneurs Who Own and Manage Small Businesses in Vietnam 14. Leading by Learning: An Integrated Approach to Middle Management Training Part 4: Aspects of Management Development 15. Multi-Source Feedback: Managers’ Accounts of Content and Post Feedback Development 16. Building Commitment through Management Development: Does it Work? 17. The ‘Three Rs’ of Management Learning 18. Unconscious Leadership Development for the Seven Deadly Sins 19. The Impact of ‘Emotion Management’ on the Psychological Contract 20. Editors’ Conclusion

About the Author

Rosemary Hill is a visiting research fellow in the Nottingham Business School and an independent HR consultant specializing in individual and organization development. Jim Stewart is Professor of HRD at Nottingham Business School.