Management and Leadership Development

Mabey, Christopher; Finch-Lees, Tim

doi:10.4135/9780857021496.n11

Cited by 37 publications

(65 citation statements)

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“…MD -given their pivotal role in most organisations (Mabey and Finch-Lees 2009). Since managers are considered to be such a key resource for firms, the successful development of this resource -the presence of 'good' managers in organisations -is likely to be associated with positive organisational performance.…”

Section: And Organisational Performancementioning

confidence: 99%

Investing in management development in turbulent times and perceived organisational performance: a study of UK MNCs and their subsidiaries

Sheehan

2012

The International Journal of Human Resource Management

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The recent global economic crisis has contributed to organisations carefully scrutinising all budgets. Resources allocated to investment in human capital, especially training and development, have been one of the first cuts in previous downturns. This reflects, at least in part, that training and development is often regarded as expenditure. Such cutbacks are likely to be detrimental to future competitive advantage, especially if there is a link between training and development and organisational performance. This study focuses on one aspect of training and development, management development (MD). A multifaceted process model of MD -comprising eight inputs; two constructs of process and two constructs of output -is used to examine whether there is a link between MD and perceived subsidiary performance. The mediating effect of national context on any relationship between MD and perceived subsidiary performance is also explored. The potential implications of the global economic crisis for expenditure on MD and how such changes may affect future competitiveness are also considered.

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Section: And Organisational Performancementioning

confidence: 99%

Investing in management development in turbulent times and perceived organisational performance: a study of UK MNCs and their subsidiaries

Sheehan

2012

The International Journal of Human Resource Management

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“…There are, of course, other more reflexive ways of viewing MD -for example as a socially constructed discourse, as a primarily political activity, as the pursuit of best practice, and so on (Mabey & Finch-Lees, 2008). While remaining faithful to the functionalist approach, this paper recognises that reality frequently falls behind corporate rhetoric in the area of management and career development (Gratton, Hope-Hailey, Stiles, & Truss, 1999;Truss, 2001).…”

Section: Management Developmentmentioning

confidence: 88%

Management development and firm performance in Germany, Norway, Spain and the UK

Mabey

2008

J Int Bus Stud

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While comparative studies of human resource management (HRM) are relatively plentiful, few have examined the way organisations in different countries train and develop their managers, or the impact of this upon firm performance. Given the centrality of management capability for corporate and national competitive performance, this represents an important area of enquiry. Utilising telephone interview data from the human resource development manager and a line manager in 482 domestic and multinational organisations in four European countries, patterns of management development (MD) are found to differ according to country and, to a lesser extent, by international strategy. However, a significantly greater amount of organisational performance is explained by internal MD strategies adopted by the organisations concerned and the credence accorded these by line managers. Journal of International Business Studies (2008) 39, 1327–1342. doi:10.1057/palgrave.jibs.8400405

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“…"One estimate cites a $45 billion annual expenditure in the United States alone for leadership development and a survey of European CEOs found that the majority were 'extremely' committed to leadership development" (Gagnon and Collinson, 2014, p. 648). Mabey and Finch-Lees (2008) found that leadership development programmes comprise a "potent and high-profile human resources activity, involving some of the organization's key players and attracting high investment both in terms of corporate budgets and expectations" (p. 3).…”

Section: Leadership and Its Developmentmentioning

confidence: 99%

Seeking Sustainability Leadership

Bendell¹,

Little²

2015

Journal of Corporate Citizenship

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Management and Leadership Development

Cited by 37 publications

References 0 publications

Investing in management development in turbulent times and perceived organisational performance: a study of UK MNCs and their subsidiaries

Investing in management development in turbulent times and perceived organisational performance: a study of UK MNCs and their subsidiaries

Management development and firm performance in Germany, Norway, Spain and the UK

Seeking Sustainability Leadership

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