Competence‐based management development: rhetoric and reality

Summarizes recent debates as to the strengths and weaknesses of competence‐based management development, and illustrates these via a case study. In the case study, key issues are raised which reinforce many of the criticisms of competence‐based approaches raised in the literature. Concludes that the limitations of the competence approach, as discussed in the literature, should be recognized in implementing a competence‐based programme, and that it is one approach towards management development which may be taken with others.