Celebrating 21 Years of MAML
On Wednesday 2 July 2003 a special discussion event on Management, Learning and Leadership was held at Lancaster University to celebrate the 21st year of MAML - the MA in Management Learning - and to relaunch the programme in its new guise as MAMLL: the MA in Management Learning & Leadership.
The intention of the event was to examine current issues and leading research in the areas of Management, Learning and Leadership. It drew alumni from many cohorts of the programme, together with past and present members of the Department of Management Learning.
At each of the workshops, invited management learning researchers and practitioners introduced the ideas, interests or issues that currently most preoccupy them. Brief summaries are given below of the three themes that formed the focus for dialogue: Critical Issues for Leadership; Learning to Practise in New Places; New Challenges and Opportunities for Management, Leadership and its Development.
Critical Issues for Leadership
Introduced by David Collinson,
Professor of Strategic Learning & Leadership, Lancaster University Management School
In contrast to mainstream leadership studies that tend to be highly 'leader-centric', this presentation emphasised the importance of re-thinking leadership from the perspective of 'leader-led relations'. It drew on recent insights from critical organisation studies, to explore the importance of issues like power, subjectivity, diversity and resistance. More particularly, David considered some of the various forms of distance that can characterise leader-led relations in different organisational forms. He illustrated these arguments through a number of case-study vignettes that revealed how multiple forms of distance can be reproduced through specific workplace practices.
Learning to Practise in New Places
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Introduced by Shelagh Avery,
former HR director for BR and currently Global Resourcing Lead with BP
Shelagh was a MAML student in the early '90s. Since then she has moved, changed organisations, has taken on different roles and is conscious of viewing and reviewing herself, and her experience, from different and differing perspectives. Her intention was to reflect on her experience of MAML and to suggest ways in which that experience continues to inform her professional practice. She also reflected on issues that excite her and trouble her as she tries to continue to develop her praxis.
New Challenges and Opportunities for Management, Leadership and its Development
Introduced by John Burgoyne,
Professor of Management Learning, Lancaster University Management School
New Leadership is the response to the silent transformation to the learning, knowledge-managing, virtualising organisation that is reshaping our economic, social and work lives. Understanding New Leadership and its implications for reforming approaches to management and leadership development are critical to our shaping of the future.
