ABSTRACT
This chapter explains what is understood and meant by evidence-based leadership and management development (EBLMD), and argues the case that most if not all LMD practitioners should increasingly adopt an evidence-based approach to their professional practice. It outlines various obstacles and dilemmas they will have to contend with in becoming evidence-based; and illustrates with practical examples how some of these difficulties might be overcome. EBLMD means that trainers and developers not only use the results of good research to inform their practice, engages in action research as part of the process of LMD interventions, but they use established principles of cause effect and relevant conceptual frameworks or theoretical models to evaluate and reflect upon their practice critically. Chris Bones, Principal of Henley Management College, argues that most academic institutions involved in management and business education today are becoming ever less relevant to the organizations and individuals they purport to help.
