Gower Handbook of Leadership and Management Development

Gower Handbook of Leadership and Management Development

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On few occasions in the history of modern management have leadership skills been in such sharp focus as they are now. The ability to direct often very large and diverse organizations; to make sense of the complex and turbulent markets and environments in which you operate; and to adapt and learn seems at an all time premium. The premise behind the fifth edition of this influential Handbook is that leadership, management and organizational development are all parts of the same process; enhancing the capacity of organizations, whatever their size, and the people within them to achieve their purpose. To this end, the editors have brought together a who's who of current writers on leadership and development and created the definitive single volume guide to the subject. The perspectives that the text provides to leadership, learning and development, embrace the formal and the informal, cultures and case examples from organizations of all kinds; and offers readers a rigorous, readable and, where appropriate, ground-breaking book. In the 14 years since the fourth edition of this classic book, very much has changed. But the need for this Handbook is as strong as ever and the Fifth Edition of Gower Handbook of Leadership and Management Development is set to become a definitive read for senior managers and those who develop them and an essential reader for the management students aspiring to become the next generation of leaders.
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Product details

  • Hardback | 614 pages
  • 176 x 244 x 44mm | 1,437.88g
  • Ashgate Publishing Limited
  • United Kingdom
  • English
  • New edition
  • 5th New edition
  • Includes 70 b&w illustrations
  • 0566088584
  • 9780566088582
  • 804,874

Table of contents

Contents: Preface, Alan Mumford; Preface to the new edition, Jeff Gold and Richard Thorpe; Part 1 Leadership and Management Development in the 21st Century: Leadership and management development: the current state, Richard Thorpe and Jeff Gold; National and international developments in leadership and management development, Kai Peters. Part 2 Strategic Work in Leadership and Management Development: Crafting a leadership and management development strategy I, John Burgoyne; Crafting a leadership and management development strategy II, Tim Spackman; Developing the board through corporate governance reform and board evaluation, Terry McNulty; Strategies for leadership and executive development, Murray M. Dalziel; Leadership, management and organisational development, Richard Bolden; Leadership and management development in small and medium-sized enterprises: SME worlds, Jeff Gold and Richard Thorpe; Leadership and diversity development, Beverly Dawn Metcalfe; Leadership ethics, Simon Robinson; Evidence-based leadership and management development, Bob Hamlin. Part 3 Basics: Measuring and assessing managers and leaders for development, Jeff Gold and Paul Iles; Talent management and career development, Paul Iles and David Preece; How leaders and managers learn, Jeff Gold, Richard Thorpe and Alan Mumford; Choosing and using exceptional events for informal learning, Lloyd Davies; Evaluation, Lisa Anderson. Part 4 Advanced Processes and Tools: Neuro-linguistic programming for leaders and managers, Paul Tosey; Leading reflection: developing the relationship between leadership and reflection, Russ Vince and Mike Reynolds; Feedback and 360 degree development, Peter Holt, Suzanne Pollack and Phil Radcliff; Building quality into executive coaching, David E. Gray; Intuitive intelligence, Eugene Sadler-Smith and Erella Shefy; Critical action learning, Kiran Trehan and Mike Pedler; Mentoring for leaders and managers, Bob Garvey; E-learning for managers and leaders, Jim Stewart. Part 5 Widening Horizons: Leadership and management development in the voluntary and community sectors, Alison Trimble and Becky Malby; Leadership and management development for the environment, Alan Murray; Leading and managing in global contexts, Kim Turnbull James and James Collins; Conversations and learning: narrative and development in practice, John Lawler and Jackie Ford; Public sector leadership and management development, Jean Hartley; Developing leaders as futures thinkers, Pero Micic; Index
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Review quote

'This book is a fine addition to the literature on leadership and management development...Gower, deserve compliments for bringing out this edited volume under the new rubric.' Debi S. Saini, Professor of HRM, The Indian Journal of Industrial Relations
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About Professor Richard Thorpe

Jeff Gold is Principal Lecturer in Organisation Learning at Leeds Business School, Leeds Metropolitan University and a member of the Northern Leadership Academy. He has specialized on the formation of Learning Partnerships with organisations to provide consultancy and advice on strategic learning and leadership. He has led a range of seminars and workshops on leadership with a particular emphasis on participation and distribution. He has also published and presented conference papers on a wide variety of topics relating to leadership, management and organisation learning. Jeff is the co-author of Management Development, Strategies for Action (with Alan Mumford) , published by CIPD in 2004 and the fourth edition of his textbook on Human Resource Management (with John Bratton) was published in 2007 with Palgrave Macmillan. Richard Thorpe is a Professor of Management Development at Leeds University Business School and Deputy Director of the Keyworth Institute. Having spent some years in industry which saw him move to the highlands of Scotland to manage a small manufacturing company, Richard joined the Pay and Reward Research Centre at Strathclyde University. After a period at Glasgow University he moved south and spent nearly 20 years at the then Manchester Polytechnic (later Manchester Metropolitan University). There he was variously Head of the MBA, Deputy Head of the Department of Management and Director of the Graduate Business School. Richard's research interests lie in the field of management and organisational development and he is currently working on an ESRC research project focused on the Evolution of Business Knowledge in SME's. He is a member of the ESRC Training and Development Board and Vice President of the British Academy of Management. Alan Mumford has been involved with management training and development and with other aspects of managerial effectiveness for over 20 years. At present, he is Visiting Professor of Management Development at Interactive Management Centres. He is continually involved in improving the ways in which most managers learn (in particular through their normal work). His most recent books are How Managers Can Develop Managers and Learning at the Top. Alan is a Companion of the Institute of Personnel Management.
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