The questions of how managers learn and what kind of learning really makes a difference in managers' development were examined through case studies during which some 60 managers from five well-known organizations (a large private sector firm, the British Post Office, a British government department, Britain's open university, and a British large supermarket) were interviewed along with their managers and subordinates. The case studies focused on the following: how managers learn their jobs; what managers learn; how managers are affected by their learning; how managers' learning affects their organizations; learner motivations; and attitude and behavior changes resulting from learning. The following were among the study's conclusions: much of the learning identified and its impact on managerial behavior centered around soft skills; although much management development focuses on the external world, knowing oneself is the first step in becoming a really good manager; feedback opportunities and support mechanisms are essential to developing greater internal skills and knowledge; and only after managers learn to see themselves as others see them can they confront their own traditional ways of doing and thinking and move in the direction they desire. (Ten tables/figures are included. Appended are the interview guide and a 43-item bibliography.) (MN)