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Development of competencies needed to be effective managers and leaders requires program design and teaching methods focused on learning. The paper presents an update and a view of 20 years of attempting to develop these competencies.

A total of 14 longitudinal studies of the impact of a particular MBA program on developing emotional, social and cognitive intelligence competencies are reviewed. Three new studies are to complete a 20‐year perspective. This is a value added design. It asks how are the graduates different from when they entered the program?

Emotional, social and cognitive intelligence competencies that predict effectiveness in management and leadership can be developed in adults through a graduate management program. These improvements can sustain out as far as seven years. But this degree of value added can be eroded by a tumultuous organizational climate.

It is a series of 17 longitudinal studies on one school. With support from four studies of a program for 45‐65 year‐old executives.

Competencies needed to be effective can be developed. But that development can be eroded without continuous improvement and renewal.

Few sets of multiyear, multi‐cohort, multi‐method, multitrait studies exist. This helps to build a new literature on learning and development, as well as focusing on development of competencies.

The purpose of the paper is to describe a study of the styles and patterns people use to recognize the need for ideas, and generate and evaluate them to determine if understanding those patterns can help executives improve creativity and innovation in their organizations. People generally assume that good ideas are the result of good management and bad management leads to a dearth of them. But it might not be that simple.

We talked with 49 senior executives about their process for generating and implementing ideas. Their approaches to information, problem solving, and interacting with people both inside and outside their organizations determined the kinds of ideas they generate and consider.

We identified five distinct strategies or idea management types among the executives with whom we spoke: Incrementalists who take small steps and whose ideas are usually modest changes; Consensus builders who focus on agreement among stakeholders rather than ideas, per se; Searchers who combine information from diverse places and whose ideas result from unusual associations; Debaters who argue with themselves to develop ideas; and Assessors who are constantly revisiting their approaches and choices.

While our research is limited by the small number of executives with which we interacted, it points to the implication that to develop organizations that foster creativity, it is important to understand the ways that people engage in idea generation and evaluation. It may be fruitful to focus on how people inquire about the world around them and to select people with behaviour patterns that fit with the requirements of the task at hand.

Shows that understanding idea management inclinations may improve organizational creativity and innovation, and performance of management in general.

This study, examines women's career types and their effects on women's satisfaction with their career success and their attributions of the sources of this career success. The study proposes a typology of four career types that are determined by the manifestation of a woman's career pattern and career locus. It finds empirical evidence of three distinct career types for women: achievers, navigators and accommodators. Women having accommodator career types are significantly less satisfied with their career success than women having navigator career types and achiever career types.