Numerous countries are facing the phase-out of ageing nuclear installations, ranging from power reactors to medical and research facilities. There is already a wealth of technical, financial, regulatory, and societal knowledge amassed from past nuclear decommissioning and dismantling (D&D) efforts. Most of this collective experience is formalized in the publication of specialized guidance and information documents, particularly within the framework of the IAEA and the OECD/NEA. However, a critical analysis reveals a gap in the comprehensive examination of these challenges from a managerial perspective. This gap hinders the effective translation of theory into practice, challenging practitioners to steer complex D&D projects without a solid grasp of the socio-organizational dynamics at play. In this chapter, we present the Decommissioning Management and Leadership for Safety Education (DMaLSE) project, co-funded by the European Union. The primary objective of this project is to develop and deliver master-level training, tailored for professionals engaged in the management of nuclear D&D projects. By employing a systemic approach to model the D&D process, conducting an integrative review of the literature, and incorporating expert opinions, we have pinpointed crucial managerial topics and their interdependencies. These elements form an analytical framework for examining various ongoing D&D cases. These case studies will be part of the teaching resources used during the forthcoming master-level professional training programme.