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This paper aims to assess the actual contribution to organisational change of management and leadership development (MLD) activity for middle managers (MMs) in public service organisations (PSOs).

Using the case study approach, the paper compares the content and outcomes of management and leadership training interventions for MMs in two large PSOs. The organisations, a fire brigade and a train operating company, are leaders in their sectors with respect to management development and “modernisation” of their services.

The paper demonstrates how, in one case, MM development was largely an exercise in regulatory compliance, with little effect on individual MMs' performance or organisational outcomes. The second case demonstrates how MMs were effectively trained to enforce specific human resource policies which contributed to the successful implementation of top‐down strategy yet paid little attention to the potential leadership role of MMs.

The paper highlights the need for further contextualised research at organisational level into the outcomes of MLD, especially in terms of different public service contexts.

The paper demonstrates the dangers of designing and implementing development programmes without sufficient regard to professional practice and the realities of managerial discretion in PSOs.

The paper provides an in‐depth and contextualised insight into the conditions for success and failure in management development interventions in PSOs.

This paper seeks to conceptualise and assess the outcomes of management and leadership development (MLD) at individual, business and organisational levels.

Using the case study approach, the paper investigates the content and outcomes of three concurrent but different MLD interventions for middle‐managers in an “excellent”‐rated local authority adult social services department.

The paper demonstrates: how a traditional management development programme led to more effective compliance with prescribed objectives, yet made little contribution to strategic change; how an individualised leadership programme had individual benefits but negligible impact on the business; and how a collective and emergent approach to leadership development made a significant but unintended contribution to strategic change.

The paper highlights the need for further contextualised research at the organisational level into the outcomes of MLD.

The paper demonstrates the limitations of “off‐the‐shelf” MLD interventions and the importance of designing and implementing development programmes with sufficient regard to professional and organisational context.

The paper provides an in‐depth and contextualised insight into the conditions for success and failure in management development interventions.

The last several decades have brought about a paradigm shift in the conceptualization of disability (Fougeyrollas & Beauregard, 2001; Williams, 2001). The traditional medical model considers disability to be a characteristic of the person, situated within the body. In the medical model view, disability, or difficulty functioning in major life domains, results from bodily impairments associated with a medical diagnosis or disorder, and a medical intervention or treatment is required to “correct” the problem of the individual. Alternatively, contemporary social models argue that disability is a social construction. In the social model view, disability is created by social policies, stigma and other barriers within the social and physical environment. Changes in attitudes and policies and the removal of barriers are needed to “correct” these environmental problems.

Using interview data from cadets (program participants) in the Reserve Officers’ Training Corp (ROTC), I examined the beliefs cadets have about obedience. I scrutinize their ideas about followership and leadership, adding to the discussion on romance of and ethical followership and demonstrating how many cadets fall somewhere in the middle with their beliefs about the role of their leaders and whether they should question, obey, and/ or disobey unethical or illegal orders.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.