Developing senior managers. Part 1: Principles of management development

This article describes the application of principles applied in the development of a Masters programme in Public Administration in the Netherlands fifteen years ago to the design of a very different programme for senior managers in a UK public bureaucracy. Both programmes placed heavy emphasis upon the role of the manager as learner and on the importance of practical application as the most significant part of the learning process. Rather than teach techniques the development team offered a variety of well established frameworks by means of which participants were encouraged to develop their understanding of themselves, their organisations, their roles within them and the pressures for change arising within the environment of their organisation. The objective was not only to develop areas of managerial competence but, perhaps more significantly, to encourage the higher levels of confidence necessary to managing in an increasingly uncertain and pressured environment. A significant contributor to the achievement of this end was a concentration on those frameworks which had worked effectively in a wide variety of situations and circumstances rather than on more novel and, perhaps, more fashionable approaches.

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Developing senior managers. Part 2: The practice of management development

Engineering Management ◽

10.1049/em:19910035 ◽

1991 ◽

Vol 1 (3) ◽

pp. 138

Author(s):

D.J. Silk

Keyword(s):

Management Development ◽

Senior Managers

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How to support and develop first-time managers?

Industrial and Commercial Training ◽

10.1108/ict-06-2014-0040 ◽

2015 ◽

Vol 47 (1) ◽

pp. 46-50 ◽

Cited By ~ 1

Author(s):

Dawn Sillett

Keyword(s):

Design Methodology ◽

Management Development ◽

Training And Development ◽

Development Programs ◽

Learning And Development ◽

Senior Managers ◽

Content Type ◽

Development Professionals ◽

First Time ◽

Practical Implications

Purpose – The purpose of this paper is to explore the challenges faced by first-time managers on their promotion and present suggestions for aiding successful transition. Design/methodology/approach – The paper is based on 15 years’ experience of working with first-time managers and their employers’ organizations, designing and delivering training and development programs in a corporate environment, as well as informal study of research by academic and practising professionals in the management development field. Findings – Newly promoted managers can face daunting challenges when they take on responsibility for managing others, which can adversely affect their own and others’ performance and engagement. Practical implications – The paper provides practical suggestions for supporting first-time managers’ transition to their new role. Originality/value – This paper is of value to HR and learning and development professionals, as well as senior managers who seek practical ways to enhance the development of their first-time managers.

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Applying Psychological Capital to Senior Management Development: A “Must” and Not “Nice to Have”

International Journal of Business and Management ◽

10.5539/ijbm.v15n2p62 ◽

2020 ◽

Vol 15 (2) ◽

pp. 62

Author(s):

Edna Rabenu ◽

Aharon Tziner

Keyword(s):

21St Century ◽

Self Efficacy ◽

Psychological Capital ◽

Management Development ◽

Senior Management ◽

Negative Outcomes ◽

Senior Managers ◽

New View

The purpose of this viewpoint is to describe the necessity to use psychological capital (which includes the attributes of self-efficacy, optimism, hope and resiliency) in order to develop managers, especially senior ones. The viewpoint includes an example of optional steps of micro-intervention for senior management. In the 21st-century VUCA world, managers need to invest in processes that strengthen their resistance to psychological pressures and negative outcomes, while enabling them to cope with confidence with instability, volatility and uncertainty. In this regard, Psychological Capital (PsyCap) can and will contribute to significant changes for the better in managers and organizations as a whole. This viewpoint offers a relatively new view for developing senior managers.

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