This document contains four papers from a symposium on management development. "The Effect of Supervisor/Subordinate Relationship on Subordinate Performance, Role Ambiguity and Conflict, and Job Satisfaction" (Michael J. Nocera, Judith A. Kolb) finds that a strong perceived relationship with supervisors was negatively correlated with role ambiguity and conflict and positively correlated with job satisfaction; no significant relationship was found between the relationship and sales performance. "A Pilot Study of Career Development Issues of African-American Women Serving as First-line Supervisors" (Michele E. Cushnie) reveals the unique challenges faced by such women and identifies these factors for success: process used to prepare for career progression, opportunity to progress, work, success after progression into possession, and supervisory forums. "Human Resource Development Professionals' Perceptions of Reasons for Downsizing and Training Strategies Developed for Middle Managers" (Willard Wright, John Niemi) finds downsizing has little impact on training strategies that participating organizations developed for their middle managers. "Perceived Leadership Style and Individual Differences as Predictors of Subordinate Information Seeking Behavior" (Svjetlana Madzar) uses transformational and transactional leadership theories to postulate that the content type and frequency of information sought by a subordinate from his/her superior will vary depending on that superior's leadership style. (YLB)