John Shipton and John McAuley, who are respectively Course Leader of the Part‐Time MBA Programme and Head of Postgraduate and Post Experience Programmes at Sheffield Business School, discuss the ‘business manager’ model of the personnel manager which has been a feature of much discussion in the personnel profession. They argue that it is based on a narrow and, ultimately, dysfunctional analysis of power which sees leadership as encouraging people to go in the direction they were going anyway. More useful, they suggest, is to develop the role of the personnel practitioner in accord with the principles and practices of organisation development
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Shipton et al. (1993) studied this question.