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This work features examples of how organisations choose to develop their staff while contending with a multitude of external indluences. The examples share several common themes such as the need to ensure the workforce is prepared for change, equipped to meet the strategy which is being pursued, links to expanding technology and the need to provide much more than'training'for staff.

The development methods and processes in this work generally focus on perspectives of leadership as opposed to leaders per se. This approach takes into consideration the view that it is possible for a whole range of employees in organisations to display leadership - rather than solely those people who possess a role or title that indicates they are a'leader'.

This work contains examples of how some organisations develop individual capabilities. It is organised to assist readers in building knowledge of foundational concepts prior to linking theory and practice. Here, introductory topic chapters are followed by organisational case examples that showcase mentoring, action learning, coaching and shadowing methods.