ABSTRACT
Management development has become a multi-billion dollar undertaking for organizations worldwide. Evidence from North America alone suggests that more than 90% of organizations engage in developmental activities for their managers (Loo, 1991; Saari, Johnson, McLaughlin, & Zimmerie, 1988). The growing interest within academic circles in management development has resulted in three literature reviews (Baldwin & Padgett, 1993; Keys & Wolfe, 1988; Wexley & Baldwin, 1986). Wexley and Baldwin (1986) defined management development broadly as “the process by which individuals learn, grow, and improve their ability to perform professional management tasks” (p. 277). Similarly, Baldwin and Padgett (1993) described management development as “the complex process by which individuals learn to perform effectively in managerial roles” (p. 25). Keys and Wolfe (1988) defined management development as “any process whereby managerial knowledge and skills are attained from non-credit programs or on-the-job experiences” (p. 205).
