A local authority management development programme: behavioural versus cognitive development?

Evaluates a competence‐based management development programme for a public sector client. Utilizes qualitative methodology to gather data about the impact of the programme on participants′ behaviour and skills. The focus is a large city council, and the participants are from a varied occupational background, e.g. careers, environmental health,social work. Concludes that while behavioural changes are evident, there is also continued merit in the more traditional academic aspects of development.