This symposium on executive and management development consists of three presentations. "The Role of the Chief Learning Officer: Implications for Human Resource Development (HRD) Theory and Practice" (Robin Lackey) reports findings that suggest a need for a clarification of the role of these leaders and have led to the identification of unresolved issues that fundamentally influence their capacity to function optimally. The potential for HRD to assume a more dominant role in the leadership of organizational learning is discussed. "Anticipating Management Development Needs" (Jonathan Winterton) reports on a project designed to identify the key changes and predict the future skill needs of managers in Britain. "Simulation Enhanced Learning (SEL): Case Studies in Leadership Development" (Claudia C. Hill, Steven W. Semler) presents a more active alternative learning strategy, SEL, that combines assessment, role plays, mini-lectures, and simulations to provide an integrated leadership development approach that replicates the dynamics of the organization and meets the necessary conditions for development. Creation and application of SEL in two business organizations is described. All three papers include substantial bibliographies. (YLB)