Leaders need to go beyond knowing the answers to seeking the answers. How can I become a more effective leader? What steps can I take to enhance my leadership skills? Every…
Abstract
Leaders need to go beyond knowing the answers to seeking the answers. How can I become a more effective leader? What steps can I take to enhance my leadership skills? Every thoughtful executive or manager should ask such questions regularly. In this article, we’ll offer some practical approaches to answering those questions – and better understanding the leadership journey.
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Barbara Finer and Phil Holberton
Good ideas don't always translate into profits, as the experience of for‐profit Incubators shows.
A review of the approach adopted by the Management CharterInitiative (MCI) towards the use of management competences, drawing oncontemporary research and journal articles, is…
Abstract
A review of the approach adopted by the Management Charter Initiative (MCI) towards the use of management competences, drawing on contemporary research and journal articles, is made. In addition, use is made of insights and experience gained through involvement in the MCI Accreditation of Prior Learning (APL) pilot project conducted at Cheltenham and Gloucester College of Higher Education. Three major assumptions associated with the MCI competence approach are evaluated and a specific facet of the Cheltenham and Gloucester College APL experience, that of high delegate wastage, is examined. An expectancy model of motivation is used along with an action feedback model to illustrate and explain some of the potential reasons for a high drop‐out rate. The model affords an opportunity to provide a rationale to underpin needed action on the part of the major actors within the APL management competence approach. In conclusion, a number of summary propositions predicated by the review are given.