ABSTRACT
This has been a research investigation that has been limited in a number of ways – by the nature of the sample and its size, the quality of the research information available from it, the limited supplementary information drawn from members’ work environments, and the absence of control groups with which to make comparisons. On the other hand, as compared with many attempts to describe managerial styles and to define issues and evaluate programmes, the research reported here has the merit of being relatively rigorous and objective. The sample represents the total membership of a leading management training institution over a period of several years. The classification of the types of managerial career is based on their measured attributes, not on characteristics that happen to come to the attention of a particular observer or participant in the managerial scene. The analyses and conclusions are not based on a prior commitment to a particular position, but on the weight of systematically gathered evidence. The picture of how Henley members saw the Henley experience in the early 1960s in relation to their careers and how Henley has been working to adapt its programme to a changing environment is now fairly clear.
