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Slide One: What Is Management Development
Managers increasingly recognised as essential to business success
MD as a performance tool
MD helps to ‘grow’ managers
MD a growth industry
Ambiguity about MD; much charlatanism- what is effective and what is ‘fluff’?
Slide Two: Definitions Of Md
‘MD is an attempt to improve managerial effectiveness through a planned and deliberate process’ (Mumford 1987)
‘MD is a continuous, ever changing process where managers often learn through informal and unplanned experience’ (Mumford 1993)
Notice the change!
Slide Three: Debates And Tensions In Md
Formal and informal processes?
Corporate or individual?
Manager or management development?
MD can become OD
Vocational or ‘whole person’ development?
Different parts of the organisation have different agendas in MD
Mabey and Salaman; MD as:
Functional performance
Political reinforcement
Compensation strategy
Psychic defence

What is Management Development?

Leadership development is not just a re- branding of management development as the two concepts are completely different from each other. Leadership development is more focused on the enhancement of the skills and attitudes of the individuals whereas management development is more concerned with the development of organization as a whole. These two concepts do not have any similarities as there is a huge difference between leaders and managers. Leaders direct, guide, motivate and inspire their subordinates to achieve the organizational objectives whereas; managers only manage the groups and solve related issues (Reynolds 2017).

Management development refers to the process through which the managers learn and improve their knowledge, skills and abilities that benefits them as well as their organization. Prior training programs in modern associations were for the most part focused on enhanced performance in a specific employment (Thorpe 2016). They were proposed to underscore on realizing whatever expertise and information fundamental for the attractive execution of the employment. Training were required for work holders in majority positions. With the progression of time, associations are developing and the intricacy in the work is additionally expanding. Presently, the part of the troughs is not as simple as it was before (Armstrong and Taylor 2014).

The term manager has been utilized to mean individuals at various levels of chain of command. Each one of those people who have expert over the others and are in charge of their activities and for the operation of a venture are managers. They have to manage the staff as well as with different outsiders and so on furthermore, affect the association. Indeed, even the corporate executive, departmental head, work force chairman, organizer or facilitator is actually a manager, although a considerable lot of them don't oversee others yet are on the leading body of management (Komives and Wagner 2016). So the role of a manager cannot be institutionalized. It is their activities, which are noteworthy.

Indeed, even a worker might be viewed as a manager, a few times. Therefore, a manager is the dynamic nurturing component in any worry. His gauge and execution to a great extent decides the accomplishment of any undertaking. On the off chance that any worry needs to extend, it must endeavor to enhance the nature of managers, it ought to present creative and deliberate improvement plans for them (Day et al. 2014). Therefore, one might say that because of the expanding part and its complexities and significance another word like management development appeared, since the term ‘training’ appeared to be unseemly. Management Development is a methodical procedure of preparing and development by which administrative staff obtain and apply aptitude, learning, height and bits of knowledge to deal with the work in their association viably and proficiently (McCleskey 2014).

On the contrary, leadership development enhances the ability of an individual to fit in the role of a leader. Leadership development involves development of the traits and qualities of an individual’s leadership effectiveness. The development of leader’s competencies requires a proper formalized program. A leader is not only required to manage people but also to motivate and inspire them to meet the organizational objectives. However, the leadership development depends upon the characteristics of an individual, the efficiency of the leadership development strategy and the support of the supervisor (Gurdjian, Halbeisen and Lane 2014).

What is Leadership Development?

There are several differences between leadership development and management development. Leadership and management must go as one. They are not a similar thing. However, they are essentially connected, and correlative. Any push to isolate the two is probably going to cause a larger number of issues than it explains. Various researchers have spent time portraying the distinctions. The manager’s employment is to arrange, sort out and facilitate. The leader's employment is to move and inspire. In his 1989 book "On Becoming a Leader," Warren Bennis made a rundown out of the distinctions. He stated that the manager controls while the leader develops. The manager is a duplicate while the leader is a unique. The manager keeps up however; the leader creates (Mason, Griffin and Parker 2014).  The manager concentrates on frameworks and structure but the leader concentrates on individuals. The manager depends on control however; the leader rouses trust. The manager has a short-go see but the leader has a long-extend point of view. The manager asks how and when while the leader asks what and for what valid reason. The manager has his or her eye dependably on all that really matters while the leader's eye is coming soon. The manager emulates; the leader begins. The manager acknowledges business as usual while the leader moves it. The manager is the exemplary great warrior however; the leader is his or her own individual. The manager does things right while the leader makes the best choice (Hezlett 2016). 

Maybe sometime in the past the term of the manager and that of the leader could be isolated. A foreman in a mechanical period industrial facility presumably didn't need to give much idea to what he was delivering or to the general population who were creating it. His or her employment was to take after requests, sort out the work, assign out the opportune individuals to the essential undertakings, organize the outcomes, and guarantee the occupation completed as requested. The emphasis was on effectiveness (Gagnon and Collinson 2014). 

On the contrary, in the new economy, where esteem comes progressively from the information of individuals, and where specialists are not any more undifferentiated pinions in a modern machine, management and initiative are not effortlessly isolated. Individuals look to their managers, not simply to dole out them an undertaking, but rather to characterize for them a reason. What's more, managers must sort out specialists, not simply to amplify proficiency, but rather to sustain aptitudes, create ability and move comes about. The late management master Peter Drucker was one of the first to perceive this fact, as he was to perceive such a variety of other management certainties. He recognized the rise of the "knowledge worker," and the significant contrasts that would cause in the way business was composed (Sinclair and Lane Keller 2014).

Managers mostly count values while a leader creates value. The skills, knowledge and attitude of a manager and a leader are completely different that makes management development different from leadership development. The management usually comprises of a person controlling a group of persons. Whereas, leadership involves influencing, motivating and enabling others to contribute towards the success of an organization. A leader is more effective in achieving the goals and objectives of an organization than a manager (Doh and Quigley 2014).

Differences Between Management Development and Leadership Development

Leadership has a noteworthy impact in the achievement of the association. Leaders realize the qualities and culture fundamental for changes and advancement inside the foundation. In this way, they can adjust successful techniques and together with all around spurred representatives such systems will be done. Leaders are not just constrained to administration, that is centering just execution and control yet they can be any level of the association. On the off chance that leaders can rouse emphatically people around them, particularly the essential asset of the association, the individuals from the workforce, at that point the association will positively profit by them. Actually, through this impact of leaders and successfully promising the general population to a "common vision", the association can move towards building up its kin, its assets and assess the customers utilize their administrations or connect with them. Pioneers can likewise decide if that experience is useful.

Coca-Cola Company gives high regard for the inspiration of the workers. Advancements of persevering workers are a piece of the organization's strategy. Advancements of workers are done on the execution premise which is an incredible inspiration for the representative that higher his execution there is more shot of his advancement. However, there have been issues in motivation practices as there has been presence of partiality within the organization. This has negatively affected the morale of the employees. This has been the major issue in the management of the organization. Here rises the need of management development so that the efficiency of the organization can be increased (Coombs 2014).

The accompanying real strides are taken by the Coca-Cola Company in the main capacity: 

  • Communication
  • Motivation
  • Corporate culture

Next to from advancement methodology the Coca-Cola Company likewise utilizes the pay system to inspire the worker; Coca-Cola is paying mechanical normal in compensation. Not just this distinctive battles and rivalries between the representatives itself are additionally used to persuade the workers. Leaders assume a critical part in the inspiration of the workers in Coca-Cola Company. They help them in every one of their issues it is possible that they are work force or expert. They give them input on their execution which makes the worker feel good. Working condition and a testing breakthrough are a main consideration in representative inspiration in the company. However, the leaders have not been successful in addressing the issues appropriately.

There is a close domain in the Coca-Cola Company which does not enable the representatives to speak with each other and it disables the data to stream inside the organization and increases the hindrances between individuals to share data. Before settling on the choices the top level directors do not talk about it with the center level chiefs and before basic leadership it is shared till the finish of the progressive system. However, the Coca-Cola Company permits the workers that anybody of them can meet the general administrator on the off chance that he/she is confronting any sort of trouble. But the management lacks flexibility and so requires management development (Olins 2017).

The autocratic authority style or despotic pioneer keeps strict, close control over the supporters by keeping close direction of the strategies and techniques given to the devotees. To keep principle accentuation on the refinement of the autocratic pioneer and their supporters, these sorts of the pioneers make a point to just make an unmistakable expert relationship. Where the pioneer settles on every one of the choices, there is no transaction and is extremely prescriptive and there is little occupation fulfillment (De Hoogh, Greer and Den Hartog 2015). Notwithstanding, the employment completes rapidly and there is less clash between various thoughts. This style is not really utilized among the organization as they trust that the absence of information could prompt poor outcomes. Autocratic saves a considerable measure of time as snappy choices can be made and there is no time squandered on dialog bringing about the business sparing time and cash. On the production line floor at Coca-Cola, there is an autocratic style of leadership where the workers are controlled by the chiefs and take after their methodology.

Importance of Management Development

Interdepartmental correspondence is done as formal and casual conduct. To get the input of the representatives and get the perspective of the worker about the administrator the grapevine is utilized. The top administration of the Coca-Cola must try to take after the recommended culture of the association. Coca-Cola has formal and recorded esteems that are conveyed to every one of the workers. However, the top level director goes about as good examples to ensure that the tenets and controls are been connected in the organization and nearly head the survey their representative's conduct (Rahmani, Roels and Karmarkar 2015).

The most pivotal capacity of administration are "Controlling". In this capacity the organization assesses that it is possible that they have accomplished the objectives which they had set some time recently. On the off chance that the appropriate response is "yes" at that point the representatives and directors are compensated with rewards and different ways and the other way around.

Coca-Cola changed their compensation rate in accordance with other organizations, in this way meaning it was subject to their focused system. This does not take after the Universalist approach as it negates their choice. Coca-Cola rather adjusted the asset based approach; they concentrated on accomplishing upper hand by putting resources into creating human capital. In reality they focused altogether on human asset improvement that fulfilled a few criteria of this approach. Coca-Cola started by perceiving human asset's centrality in the limiting procedure. This prompted arrangement of directors in the six locales, and a zone general. They at that point perceived the significance of two correspondences by guaranteeing the Regional General Managers answer to the VP, who thus answered to the CEO. Coca-Cola at that point made the fourth stride by perceiving their representatives as the way to upper hand by uniting workers from various work societies and esteem frameworks.

Their last stride was to put the workers in prime position by taking a key level choice to move itself toward individuals driven company. Coca-cola's issues were the quantity of representatives leaving the organization. By better control of the turmoil among representatives, and by different means, for example, not minimizing the focuses, would have enabled Coca-Cola to keep away from this emergency. Issue was Coca- Cola didn't utilize HR system as essentially. On the off chance that HR technique assumed a greater part in the hierarchical system it would have been more advantageous. This gave rise to the formulation of management development programs so that the employee turnover rate could be reduced to a certain level. Proper management development has the capability of reducing the number of turnovers. However, focusing over leadership development could be more fruitful than management development.  

Management development adds to business accomplishment by meeting its present and future needs. The five aims of management development in an organizational system are:

  • To guarantee that supervisors comprehend what is anticipated from them.
  • To guarantee that directors concurring with the goals against which their execution will be measured and the level of capability required in their parts.
  • To urge administrators to complete their self-improvement arrangements and furthermore to guarantee that they get the require preparing advancement programs.
  • To distinguish directors with potential skills, experience and knowledge
  • To accommodate administration succession, creating a framework set up to hold this under survey.

Management development shall be very useful in overcoming the managerial issues in the company. It shall try to convey to the surface human capacities which are undiscovered and it is these which in the last investigation decide the achievement or disappointment of any undertaking. It shall encourage the association to settle on the correct decision at the suitable time in require. It shall help the administration of the association to concentrate on the need to any sort of progress that may happen inside an association. It shall enable the association to apply the valuable strategies or methods of choosing a legitimate contender for any post accessible inside an association. It shall cultivate towards monetary development and improvement of an association. It shall set out a concentration in which the targets and objectives of the firm shall be acknowledged or accomplished. It shall attempt to see to the smooth working execution inside an association. It shall also attempt to cross over any barrier of social differences inside an organization (i.e.: between representative to worker relationship or between worker to boss relationship). It shall tend to forecast the future introduction of the firm and how it can change rapidly to any sort of stun that may likely emerge. It shall tend to see that laborers play out their work viably and productively as per the rules (blue prints) of the association.


Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Coombs, W.T., 2014. Ongoing crisis communication: Planning, managing, and responding. Sage Publications.

Day, D.V., Fleenor, J.W., Atwater, L.E., Sturm, R.E. and McKee, R.A., 2014. Advances in leader and leadership development: A review of 25years of research and theory. The Leadership Quarterly, 25(1), pp.63-82.

De Hoogh, A.H., Greer, L.L. and Den Hartog, D.N., 2015. Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance. The Leadership Quarterly, 26(5), pp.687-701.

Doh, J.P. and Quigley, N.R., 2014. Responsible leadership and stakeholder management: Influence pathways and organizational outcomes. The Academy of Management Perspectives, 28(3), pp.255-274.

Gagnon, S. and Collinson, D., 2014. Rethinking global leadership development programmes: The interrelated significance of power, context and identity. Organization Studies, 35(5), pp.645-670.

Gurdjian, P., Halbeisen, T. and Lane, K., 2014. Why leadership-development programs fail. McKinsey Quarterly, 1(1), pp.121-126.

Hezlett, S.A., 2016. Enhancing experience-driven leadership development. Advances in Developing Human Resources, 18(3), pp.369-389.

Komives, S.R. and Wagner, W.E., 2016. Leadership for a better world: Understanding the social change model of leadership development. John Wiley & Sons.

Mason, C., Griffin, M. and Parker, S., 2014. Transformational leadership development: Connecting psychological and behavioral change. Leadership & Organization Development Journal, 35(3), pp.174-194.

McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), p.117.

Olins, W., 2017. The new guide to identity: How to create and sustain change through managing identity. Routledge.

Rahmani, M., Roels, G. and Karmarkar, U.S., 2015. Free Riding in Team Projects: The Role of the Leadership Style.

Reynolds, M., 2017. Organizing reflection. Routledge.

Sinclair, R.N. and Lane Keller, K., 2014. A case for brands as assets: Acquired and internally developed. The Journal of Brand Management, 21(4), pp.286-302.

Thorpe, R., 2016. Gower handbook of leadership and management development. CRC Press.

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