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.

'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

• 1: Leadership and Management Development in the Twenty-first Century; 1: Leadership and Management Development: The Current State; 2: National and International Developments in Leadership and Management Development; 2: Strategic Work in Leadership and Management Development; 3: Crafting a Leadership and Management Development Strategy I; 4: Crafting a Leadership and Management Development Strategy II; 5: Developing the Board Through Corporate Governance Reform and Board Evaluation; 6: Strategies for Leadership and Executive Development; 7: Leadership, Management and Organisational Development; 8: Leadership and Management Development in Small and Medium-Sized Enterprises: SME Worlds; 9: Leadership and Diversity Development; 10: Leadership Ethics; 11: Evidence-based Leadership and Management Development; 3: Basics; 12: Measuring and Assessing Managers and Leaders for Development; 13: Talent Management and Career Development; 14: How Leaders and Managers Learn; 15: Choosing and Using Exceptional Events for Informal Learning; 16: Evaluation; 4: Advanced Processes and Tools; 17: Neuro-linguistic Programming for Leaders and Managers; 18: Leading Reflection: Developing the Relationship between Leadership and Reflection; 19: Feedback and 360-degree Development; 20: Building Quality into Executive Coaching; 21: Intuitive Intelligence; 22: Critical Action Learning; 23: Mentoring for Leaders and Managers; 24: E-learning for Managers and Leaders; 5: Widening Horizons; 25: Leadership and Management Development in the Voluntary and Community Sectors; 26: Leadership and Management Development for the Environment; 27: Leading and Managing in Global Contexts; 28: Conversations and Learning: Narrative and Development in Practice; 29: Public Sector Leadership and Management Development; 30: Developing Leaders as Futures Thinkers

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.

'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

• 1: Leadership and Management Development in the Twenty-first Century; 1: Leadership and Management Development: The Current State; 2: National and International Developments in Leadership and Management Development; 2: Strategic Work in Leadership and Management Development; 3: Crafting a Leadership and Management Development Strategy I; 4: Crafting a Leadership and Management Development Strategy II; 5: Developing the Board Through Corporate Governance Reform and Board Evaluation; 6: Strategies for Leadership and Executive Development; 7: Leadership, Management and Organisational Development; 8: Leadership and Management Development in Small and Medium-Sized Enterprises: SME Worlds; 9: Leadership and Diversity Development; 10: Leadership Ethics; 11: Evidence-based Leadership and Management Development; 3: Basics; 12: Measuring and Assessing Managers and Leaders for Development; 13: Talent Management and Career Development; 14: How Leaders and Managers Learn; 15: Choosing and Using Exceptional Events for Informal Learning; 16: Evaluation; 4: Advanced Processes and Tools; 17: Neuro-linguistic Programming for Leaders and Managers; 18: Leading Reflection: Developing the Relationship between Leadership and Reflection; 19: Feedback and 360-degree Development; 20: Building Quality into Executive Coaching; 21: Intuitive Intelligence; 22: Critical Action Learning; 23: Mentoring for Leaders and Managers; 24: E-learning for Managers and Leaders; 5: Widening Horizons; 25: Leadership and Management Development in the Voluntary and Community Sectors; 26: Leadership and Management Development for the Environment; 27: Leading and Managing in Global Contexts; 28: Conversations and Learning: Narrative and Development in Practice; 29: Public Sector Leadership and Management Development; 30: Developing Leaders as Futures Thinkers

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.

'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

• 1: Leadership and Management Development in the Twenty-first Century; 1: Leadership and Management Development: The Current State; 2: National and International Developments in Leadership and Management Development; 2: Strategic Work in Leadership and Management Development; 3: Crafting a Leadership and Management Development Strategy I; 4: Crafting a Leadership and Management Development Strategy II; 5: Developing the Board Through Corporate Governance Reform and Board Evaluation; 6: Strategies for Leadership and Executive Development; 7: Leadership, Management and Organisational Development; 8: Leadership and Management Development in Small and Medium-Sized Enterprises: SME Worlds; 9: Leadership and Diversity Development; 10: Leadership Ethics; 11: Evidence-based Leadership and Management Development; 3: Basics; 12: Measuring and Assessing Managers and Leaders for Development; 13: Talent Management and Career Development; 14: How Leaders and Managers Learn; 15: Choosing and Using Exceptional Events for Informal Learning; 16: Evaluation; 4: Advanced Processes and Tools; 17: Neuro-linguistic Programming for Leaders and Managers; 18: Leading Reflection: Developing the Relationship between Leadership and Reflection; 19: Feedback and 360-degree Development; 20: Building Quality into Executive Coaching; 21: Intuitive Intelligence; 22: Critical Action Learning; 23: Mentoring for Leaders and Managers; 24: E-learning for Managers and Leaders; 5: Widening Horizons; 25: Leadership and Management Development in the Voluntary and Community Sectors; 26: Leadership and Management Development for the Environment; 27: Leading and Managing in Global Contexts; 28: Conversations and Learning: Narrative and Development in Practice; 29: Public Sector Leadership and Management Development; 30: Developing Leaders as Futures Thinkers