Jones, Martyn

McGuinness, Anthony James

Morgan, Robert E.

Oxtoby, Barrie Harding

The British Government sold Rover Group to British Aerospace in 1988 for L150m. In 1994, it was re-sold to BMW for L800m. During that period, a major factor which added value to the business was a culture-change program with substantial investment in people. A key component within the program was the advent of a new style of leadership, which was often equated as moving from a 'cops to coaches' style of government. The Group promoted a style where line managers maintained the prime responsibility for developing employees with professional specialist help from HR Professionals. This paper provides an account of this leadership program that was founded upon a Corporate Learning Process. Consideration is given to the driving features of the Rover Company, common processes and working practices, managerial practices and competence implications

Total quality leadership:Employing organisational learning as a conduit

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