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The purpose of this paper is to investigate the intersection of learning theory and leadership development by developing a conceptual framework and applying it to an exemplar case.

First, the conceptual framework was developed through extant literature in learning theory. Then, using a qualitative design, the researchers conducted telephone interviews with participants and past graduates of a leadership programme that had already been evaluated as successful from a behavioural and job performance perspective.

Current participants and past graduates of the leadership development programme were more likely to describe their learning experiences in terms of “all in the hall” comments versus “sage on the stage” comments. The researchers also found that human resource professionals were not taking “all in the hall” factors into consideration when making decisions on awarding contracts for leadership development programmes.

Given that the paper examined only one case, further research in this area is needed to substantiate the findings. Interesting research opportunities exist at the intersections of two disparate bodies of scholarly knowledge.

The researchers suggest that more attention should be paid to learning principles in both the design of leadership development programmes and the decision criteria employed by those who are responsible for awarding contracts.

To the researchers' knowledge, this paper constitutes the first investigation of leadership development through a cognitive psychology lens.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This case study illustrates the importance of attention to process features in effecting change through workplace training and development of employees. In contrast, the HR professionals responsible for ensuring appropriate training and development seem unaware of the importance of this process perspective in providing effective programs. Content deliverables drive decision‐making and process is rarely, if ever, considered. The authors outline some principles that designers may want to incorporate more deliberately into their leadership training and development programs and, similarly, HR professionals may want to consider these as important criteria for contract decisions.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

The management of children′s literature is a search for value and suitability. Effective policies in library and educational work are based firmly on knowledge of materials, and on the bibliographical and critical frame within which the materials appear and might best be selected. Boundaries, like those between quality and popular books, and between children′s and adult materials, present important challenges for selection, and implicit in this process are professional acumen and judgement. Yet also there are attitudes and systems of values, which can powerfully influence selection on grounds of morality and good taste. To guard against undue subjectivity, the knowledge frame should acknowledge the relevance of social and experiential context for all reading materials, how readers think as well as how they read, and what explicit and implicit agendas the authors have. The good professional takes all these factors on board.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.