Developing Managers and Leaders Perspectives Debates and practices in Ireland is a Gill and Macmillan publication who are interested in best practice in good leadership and management.
Provides a theoretical understanding of the multiple components of management and leadership development
Provides practical advice and ideas for current and future managers and leaders who wish to enhance their professional development in organisations
Written for practitioners who design, implement and evaluate management and leadership development processes
Also written for those undertaking specialist undergraduate programmes and postgraduate programmes of study, in which there is a focus on the development of managers and leaders
The text has an attractive, full-colour design and is organised into four parts as follows:
Part One summarises key concepts and theories, the context of leadership development and the nature of management and leadership. Topics include: the scope and purpose of management and leadership development; the nature of managerial work; theoretical views on leadership; recent debates in leadership research.
Part Two focuses on organisational aspects of management and leadership development including: the positioning of management and leadership in organisations; the structure of leadership development activities; the use of competency-based approaches to leadership development and talent management.
Part Three analyses interventions and processes including: formal management and leadership development interventions; informal management and leadership development processes; and developmental relationships in organisations.
Part Four examines various aspects of management and leadership development for different groups and contexts. Topics include: individual development and self-managed learning; career development processes; and development issues associated with different groups. There is a focus on the comparative aspects of management and leadership development and an examination of whether there is convergence or divergence in thinking and practices on management and leadership development.