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Looks at the concept of facilitation and suggests that it is a little understood phenomenon. It is, however, something that is used continually to assist the process of meetings and management training programmes. Asserts that facilitation can be better understood if the behaviours that constitute it are analysed. These behaviours can be defined as intellectual command, creative group catalyst, incentives approach and the supportive coach. Once the behaviours have been recognized, it is then possible for facilitators to choose the correct one for the occasion or to develop themselves in certain styles where they feel this to be necessary.

Examines different approaches to leadership training currently being practised and assesses whether they meet participants′ needs. Discusses the ideas of leading writers on leadership, strategy and the challenges of the approaching millenium. Asks whether these thoughts can be synthesized into a new type of course and describes the author′s attempts to construct such a course.

While there are many training programmes on change management, how often do these and other training programmes actually reflect the changes that constantly occur in the business, social and economic environments? While a number of issues may cause acute concern to both business leaders and those who buy training; this article contends that very few training interventions actually address them or offer answers to the implied problems within them. It charts the investigation into these key issues by one training provider, MDA, and its subsequent tailoring of approach, both to the marketing and delivery of customised solutions. It also describes its work in developing and tailoring business simulations to generate highly realistic situations that ensure participants address and confront topical situations.

This issue is a selected bibliography covering the subject of leadership.

Describes the development of a competency model for middle‐senior managers in a large fashion retailing company, to encourage them to act more strategically. Discusses the relative benefits of researching a custom‐made model against using or adapting a generic model. Describes how the model has been used in the company for training and development. Evaluates the model against a critical view of management competencies.

Reflects on the impact of politics on facilitation. The aim of facilitation is to establish and maintain an environment in which learning is created. Central to this aim is the need to work with power relations between organisations, groups and facilitators. Facilitation may be thought of as a part of the political dynamics at play in systems. Discusses three propositions: that organisations are political, facilitation is political and facilitators are political. Proposes a framework showing four positions of awareness about the politics of facilitation. Offers the framework to those who wish to learn more about being a facilitator, and to those who wish to teach others about facilitation. Aims to add to understanding about how facilitators may act more confidently, authoritatively and ethically in the complex, dynamic and unpredictable role of facilitator.

This special “Anbar Abstracts” issue of the Journal of European Industrial Training is split into seven sections covering abstracts under the following headings: General Training Issues; Education & Students; Training/Learning Techniques; Training Technology; Skills Training; Management Development; Career/HR Development.

The purpose of this paper is to investigate the role of knowledge leader readiness within large companies operating in a changing environment.

A conceptual framework emerged from an analysis of four large companies and a review of the knowledge management literature. Secondary research was conducted to compare the four large companies against the proposed framework.

The conceptual model is a support to understand an organizations’ reaction to external changes and the role of the knowledge leader’s readiness in managing these changes and adjusting the knowledge management accordingly. From the analysis, it emerged that a knowledge leader’s readiness plays a relevant role in a changing organizational environment owing to his ability to acquire, handle and diffuse knowledge within the company.

The study emphasizes the significance of internal knowledge in managing changes. Practitioners could use this framework as a conceptual guide for their daily challenges and to recruit future leaders.

This study aims to contribute to the knowledge management literature by providing a practical model for organizations facing a changing environment. The originality of the model is the design of different managerial profiles that combine the leaders’ disposition to knowledge and their ability to drive change.