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Chief executives disclose various organisational variables as stifling creativity and organisational change. It is argued that, as a result, organisations suffer losses in terms of, for example, effectiveness and positive image. The creative individual feels frustrated. Such measures as the use of creativity management meetings, brain‐storming sessions, training and development, and reward and recognition of creativity could resolve some of these inhibitors.

What behaviour is induced in leaders/managers when subordinates are unco‐operative? In this Nigerian study 25 managers were divided into three groups, each with a leader appointed from the members – who were then secretly briefed to be troublesome. Leaders exhibited the behaviours of coercive autocracy, dependence, flight/fight, pairing, passivity/laissez‐faire, confusion and anomie. In assessing a leader′s performance, the impact of the followers on the leader deserves attention.

Useful courses satisfy, among other principles, the principles of content and process relevances. They also cut, in the participant′s mind, positive images of the trainer, the course and the course‐offering institution.

The purpose of this article is to present a model for resolving the problems experienced by managers (re‐entrants) when they try to apply and diffuse their learning on return to work. The continuing interest in post‐course organisational events arises from the fact that the ultimate benefit of management training is in work‐place application.