This factsheet was originaly written by Mike Cannell. It has been updated by Jennifer Taylor and CIPD staff in September 2010.
The context for management development
There are a number of skills which are unique to all who manage others or resources, including the skills of leadership. The term ‘leadership’ is often used almost interchangeably with ‘management’, but leadership is different: management tends to be thought about as using rational thinking, planning and execution to achieve specific work outcomes, leadership tends towards the more emotional aspects, of helping people to deliver and is more closely tied to individual personality and authenticity. Needless to say, leadership is an important component of management.
Management development has to start right at the top with the organisation’s strategy and aims. In particular the organisation’s culture is a determinant of management style, and planned change, particularly in challenging times makes demands on the way in which leaders and managers are expected to act.
Management development needs arise partly from the day to day activities of managers, the need to ensure there is a group of effective managers able to translate the organisations’ aims into action, and also from the need to change and shape the organisation’s direction as the environment changes.