This document contains three papers from a symposium on management development. "LMX (Leader-Member Exchange) Theory, Personality Type, and Management Development" (Janet Z. Burns) reports the results of a study on the similarities and differences in personality type (as outlined in the theories of Carl Jung and Isabel Myers) and its relationship to perceived quality of leader and subordinate interactions. "Frameworks for Choice of Management Development Methods" (Alan Mumford) proposes that management development methods be assessed with respect to four frameworks: impact on knowledge, skills, and insight; congruence with learning theories; relevance to learning to learn; and congruence with learning styles. In "Effectiveness of 360-Degree Feedback on Management Development from the Recipient's Perspective" (Stephen M. Callender, Albert W. Wiswell) the findings of interviews with feedback recipients are discussed to further understanding of two questions: What influences managers to accept or deflect 360-degree feedback in a management development program? and What influences their change decision process toward deep versus superficial change? (MN)