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Professor Andrew Kakabadse

Professor of Governance & Leadership

Programme Director, The Board Directors' Programme
Chairman of the Henley Directors’ Forum

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Specialisms

  • Strategic leadership, 
  • Executive profiling, 
  • Board and director dynamics and performance, 
  • Government and public policy, 
  • Coaching and counselling

Location

Greenlands Campus

Professor Andrew Kakabadse has undertaken global studies spanning over 20,000 organisations (in the private, public and third sector) and 41 countries. His research focuses on the areas of board performance, governance, leadership and policy.

His background is in environmental sciences, public policy, child guidance and psychiatric social work, and organisational psychology.

Andrew has published 45 books and over 250 scholarly articles, including bestselling books The Politics of Management, Working in Organisations, The Success Formula and Leadership Intelligence: The 5Qs. He has won numerous prizes for his scholarly articles.

He has consulted for the British, Irish, Australian, Omani, UAE and Saudi Arabian governments, as well as Citi, Bank of America, BMW, Ford, NatWest Bank, RBS, British Airways, Lufthansa, Swedish Post, Severstal (Russia), Heidrick and Struggles, KPMG, Bank of Ireland, Royal Ulster Constabulary and numerous other organisations. He has acted as an advisor to several UN agencies, the World Bank, charities, and health and police organisations.

Andrew is listed in Who’s Who and is a life member of the Thinkers 50 Hall of Fame. He is a Fellow of the European Academy of Science and Arts, the British Psychological Society, the British Academy of Management and the Institute of Chartered Secretaries. He has lectured all over the world and held numerous visiting positions including Macquarie University (Sydney), Center for Creative Leadership (USA) and Université Paris II Pantheon-Assas.

Reference: Goyal, R., Kakabadse, A. and Kakabadse, N. (2021) Cybersecurity: critical consideration for boards of growth firms. In: Poff, D. C. (ed.) Encyclopedia of Business and Professional Ethics. Springer, Cham. ISBN 9783319235141 doi: https://doi.org/10.1007/978-3-319-23514-1_1276-1
Reference: Kakabadse, A. P. and Kakabadse, N. (2021) Enhancing policy delivery: normalizing four critical contributions. British Politics. ISSN 1746-918X doi: https://doi.org/10.1057/s41293-021-00161-z
Reference: Goyal, R., Kakabadse, N. , Kakabadse, A. and Talbot, D. (2021) Female board directors’ resilience against gender discrimination. Gender, Work & Organization. ISSN 1468-0432 doi: https://doi.org/10.1111/gwao.12669
Reference: Goyal, R., Kakabadse, N. and Kakabadse, A. (2021) Board members' religious affiliations and corporate governance practice: an exploratory study. In: Robinson, S., Sun, W., Grigore, G. and Stancu, A. (eds.) Corporate Responsibility and Sustainability during the Coronavirus Crisis: International Cases. Palgrave Studies in Governance, Leadership and Responsibility. Palgrave Macmillan. ISBN 9783030738471
Reference: Morais, F. , Kakabadse, A. and Kakabadse, N. (2020) Leading through discontinuous change: a typology of problems and leadership approaches in UK boards. Long Range Planning, 53 (2). 101870. ISSN 0024-6301 doi: https://doi.org/10.1016/j.lrp.2019.02.003
Reference: Brown, G., Kakabadse, A. and Morais, F. (2020) The independent director in society: our crisis of governance and what to do about it. Palgrave Macmillan, Cham, pp271. ISBN 9783030513023 doi: https://doi.org/10.1007/978-3-030-51303-0
Reference: Kakabadse, A. P. and Kakabadse, N. (2020) Reading the mindset of the secretary of state: shaping policy delivery effectiveness. British Politics. ISSN 1746-918X doi: https://doi.org/10.1057/s41293-020-00147-3
Reference: Kakabadse, A. P. and Kakabadse, N. K. (2020) SpAds: political sherpas bridging minister and civil servant. Open Journal of Political Science, 10 (02). pp. 234-252. ISSN 2164-0505 doi: https://doi.org/10.4236/ojps.2020.102016
Reference: Morais, F. , Simnett, J., Kakabadse, A. , Kakabadse, N. and Myers, A., (2020) ESG in small and mid-sized quoted companies: perceptions, myths and realities. Technical Report. Quoted Companies Alliance and Henley Business School, London. pp45.
Reference: Goyal, R., Kakabadse, N. and Kakabadse, A. (2019) Board effectiveness in FTSE 250 companies: diversity may hold the key. In: Levrau, A. and Gobert, S. (eds.) Governance: The Art of Aligning Interests. Intersentia, pp. 163-184. ISBN 9789400009974
Reference: Goyal, R., Kakabadse, N. and Kakabadse, A. (2019) Improving corporate governance with functional diversity on FTSE 350 boards: directors' perspective. Journal of Capital Market Studies, 3 (2). pp. 113-136. ISSN 2514-4774 doi: https://doi.org/10.1108/JCMS-09-2019-0044
Reference: Morais, F. and Kakabadse, A. (2019) The future role of the chair in Europe. In: Leading a Board: Chair's Practices Across Europe. Springer, Singapore.
Reference: Morais, F. , Kakabadse, A. and Kakabadse, N. , (2019) The role of non-executive directors in growth companies. Report. Henley Business School, Henley-on-Thames.
Reference: Morais, F. , Kakabadse, A. and Kakabadse, N. (2019) Dealing with strategic tensions on the board: the role of the chair in fostering engagement and debate. In: Gabrielsson, J., Khlif, W. and Yamak, S. (eds.) Research Handbook on Boards of Directors. Edward Elgar, pp. 31-48. ISBN 9781786439741
Reference: Kakabadse, N. , Kakabadse, A. , Goyal, R. and Morais, F. (2018) Gender diversity on boards in Norway and the UK: a different approach to governance or a case of path dependency? In: Aluchna, M. and Aras, G. (eds.) Women on Corporate Boards: An International Perspective. Routledge, Oxford. ISBN 9781138740181
Reference: Kakabadse, A. , Goyal, R. and Kakabadse, N. (2018) Value-creating boards: diversity and evolved processes. Journal of Creating Value, 4 (1). pp. 22-41. ISSN 2454-213X doi: https://doi.org/10.1177/2394964318765287
Reference: Goyal, R., Kakabadse, N. and Kakabadse, A. (2018) Achieving gender balance on British boards with the soft-law approach: directors’ perspective. Journal of Business Diversity, 18 (1). pp. 29-39. ISSN 2158-3889
Reference: Morais, F. , Kakabadse, N. and Kakabadse, A. (2018) The chairperson and CEO roles interaction and responses to strategic tensions. Corporate Governance: The International Journal of Business in Society, 18 (1). pp. 143-164. ISSN 1472-0701 doi: https://doi.org/10.1108/cg-05-2017-0092
Reference: Morais, F. , Kakabadse, A. and Kakabadse, N. (2018) The chairperson buffering role in turbulent environments. In: British Academy of Management (BAM) Corporate Governance Special Interest Group Conference, 11-12 June 2018, Leeds, United Kingdom.
Reference: Kakabadse, A. , Kakabadse, N. , Moore, P. and Morais, F. , (2018) Is government fit for purpose? - The Kakabadse report. Report. Henley Business School, Henley-on-Thames.
Reference: Kakabadse, A. , Khan, N. and Kakabadse, N. (2017) Leadership on the board: the role of company secretary. In: Storey, J., Hartley, J., Denis, J.-L., t' Hart, P. and Ulrich, D. (eds.) The Routledge Companion to Leadership. Routledge, Abingdon, pp. 241-259. ISBN 9781138825574
Reference: Kakabadse, A. , Kakabadse, N. , Moore, P. , Morais, F. and Goyal, R., (2017) Conflict and tension in the boardroom. Report. ICSA, Reading, UK.
Reference: Kakabadse, N. , Kakabadse, A. and Goyal, R. (2017) Achieving gender balance on British boards with the soft-law approach: directors’perspective. In: EURAM 2017 - Managing Knowledge: Making Knowledge Work, 21 - 24 June, Glasgow.
Reference: Kakabadse, A. , Khan, N. and Kakabadse, N. (2016) Governance for the alignment for a renewed innovation policy. In: Gretschmann, K. and Schepers, S. (eds.) Revolutionising EU Innovation Policy: Pioneering the Future. Palgrave Macmillan, pp. 193-214. ISBN 9781137555533 doi: https://doi.org/10.1057/978-1-137-55554-0
Reference: Kakabadse, A. , Khan, N. and Kakabadse, N. K. (2016) Company secretary: a role of breadth and majesty. Society and Business Review, 11 (3). pp. 333-349. ISSN 1746-5680 doi: https://doi.org/10.1108/sbr-04-2016-0023
Reference: Kakabadse, A. (2015) The success formula: how smart leaders deliver outstanding value. Bloomsbury. ISBN 9781472916846
Reference: Kakabadse, A. , Korac-Kakabadse, N. and Khan, N. (2015) Cases of official and unofficial business practices: examples from Australia, Germany, U.K., South Africa, Russia and Pakistan. In: Cristopher, E. (ed.) International Management and Intercultural communication: A collection of case studies: Volume 1. Palgrave Macmillan, pp. 127-148. ISBN 9781137479891
Reference: Khan, N. , Kakabadse, A. and Kakabadse, N. (2015) Spirit of corporate social responsibility transforming from corporatism to socialized capitalism. Problems and Perspectives in Management, 2015 (1). pp. 85-95. ISSN 1810-5467
Reference: Kakabadse, N. K. , Figueira, C., Nicolopoulou, K., Yang, J. H. , Kakabadse, A. P. and Ozbilgin, M. F. (2015) Gender diversity and board performance: women's experiences and perspectives. Human Resource Management, 54 (2). pp. 265-281. ISSN 1099-050X doi: https://doi.org/10.1002/hrm.21694
Reference: Kakabadse, A. , Korac-Kakabadse, N. , Khan, N. , Morais, F. and Lee-Kelly, E., (2014) The company secretary: building trust through governance. Report. ICSA, Reading.
Reference: Kakabadse, A. and Kakabadse, N. (2014) The case for an integrated Europe: undermined by transactional interests. In: Kakabadse, A. and Schepers, S. (eds.) Rethinking the Future of Europe: A Challenge of Governance. Palgrave Macmillan. ISBN 9781137024008
Reference: Kakabadse, A. P. , Kakabadse, N. K. and Lee-Davies, L. (2014) Learning CSR for sustainable corporate advantage. International Journal of Social Ecology and Sustainable Development, 5 (2). pp. 13-23. ISSN 1947-8402 doi: https://doi.org/10.4018/ijsesd.2014040102
Reference: Kakabadse, N. K. , Knyght, R. and Kakabadse, A. (2013) Aligning the board:The chairman's secret. In: Kakabadse, A. and Van den Berghe, L. (eds.) How to Make Boards Work: An International Overview. Palgrave Macmillan, Basingstoke. ISBN 9781137275691
Reference: Kakabadse, N. K. , Knyght, R. and Kakabadse, A. (2013) High-performing chairman: the older the better. In: Kakabadse, A. and Van den Berghe, L. (eds.) How to Make Boards Work: An International Overview. Palgrave Macmillan, Basingstoke, pp. 342-359. ISBN 9781137275691
Reference: Kakabadse, N. K. , Kakabadse, A. and Knyght, R. (2013) CEO/chairman role duality: resistance to separation irrespective of effect. In: Kakabadse, A. and Van den Berghe, L. (eds.) How to Make Boards Work: An International Overview. Palgrave Macmillan, Basingstoke, pp. 311-341. ISBN 9781137275691
Reference: Kakabadse, A. , Kakabadse, N. , Pierce, C. and Horwitz, F. (2013) The leadership attributes of the chairman of the board: An international study. In: Kakabadse, A. and Van den Berghe, L. (eds.) How to Make Boards Work: An International Overview. Palgrave Macmillan, Basingstoke, pp. 292-310. ISBN 9781137275691
Reference: Morais, F. , Kakabadse, A. , Kakabadse, N. K. and Pryce, A. (2013) Corporate income inequality and corporate performance: any correlations? In: Kakabadse, A. and Van den Berghe, L. (eds.) How to Make Boards Work: An International Overview. Palgrave-Macmillan, Basingstoke, pp. 44-74. ISBN 9781137275691
Reference: Sheard, A. G., Kakabadse, N. and Kakabadse, A. (2013) Destructive behaviours and leadership: the source of the shift from a functional to dysfunctional workplace? International Journal of Social Science Studies, 1 (1). pp. 73-89. ISSN 2324-8033 doi: https://doi.org/10.11114/ijsss.v1i1.31
Reference: Sheard, G., Kakabadse, N. and Kakabadse, A. (2013) Visceral behaviours and leadership: a dark side of boardroom life? Journal of Management Development, 32 (1). pp. 18-35. ISSN 0262-1711 doi: https://doi.org/10.1108/02621711311286900
Reference: Kakabadse, N. K. , Kakabadse, A. , Kouzmin, A. and Pesqueux, Y. (2013) Rethinking the ontology of the shareholder model of the corporation. Society and Business Review, 8 (1). pp. 55-70. ISSN 1746-5680 doi: https://doi.org/10.1108/17465681311297711
Reference: Mostovicz, E. I., Kakabadse, N. K. and Kakabadse, A. (2011) Corporate governance: quo vadis? Corporate Governance, 11 (5). pp. 613-626. ISSN 1472-0701 doi: https://doi.org/10.1108/14720701111177019
Reference: Knyght, R., Kakabadse, N. , Kakabadse, A. and Kouzmin, A. (2011) When rules and principles are not enough: insiders’ views and narratives on the global financial crisis. Journal of Change Management, 11 (1). pp. 45-67. ISSN 1479-1811 doi: https://doi.org/10.1080/14697017.2010.516269
Reference: Knyght, P. R., Kakabadse, N. K. , Kouzmin, A. and Kakabadse, A. (2011) Chronic limitations of neo-liberal capitalism and oligopolistic markets: an urgent case for socialized capital. Society and Business Review, 6 (1). pp. 7-26. ISSN 1746-5680 doi: https://doi.org/10.1108/17465681111105805
Reference: Sheard, A. G., Kakabadse, N. K. and Kakabadse, A. P. (2011) Leadership entrapment: the other side of discretion. Journal of Problems and Perspectives in Management, 9 (2). pp. 89-100. ISSN 1810-5467
Reference: Sheard, G., Kakabadse, A. P. and Kakabadse, N. K. (2011) Organisational politics: reconciling leadership's rational-emotional paradox. Leadership & Organization Development Journal, 32 (1). pp. 78-97. ISSN 0143-7739 doi: https://doi.org/10.1108/01437731111099292
Reference: Mostovicz, E. I., Kakabadse, A. and Kakabadse, N. K. (2011) The four pillars of corporate responsibility: ethics, leadership, personal responsibility and trust. Corporate Governance, 11 (4). pp. 489-500. ISSN 1472-0701 doi: https://doi.org/10.1108/14720701111159307
Reference: Kakabadse, N. K. , Kakabadse, A. , Knyght, R. and Lee-Davies, L. (2011) The invisible hand guiding technology: crossing the boundary of technology. International Journal of E-Politics, 2 (4). pp. 1-15. ISSN 1947-914x doi: https://doi.org/10.4018/jep.2011100101

EMP: Module 1 (5 days residential)

Module 1 is delivered on site at Greenlands. These immersive, practical sessions focus on leading self, leading others, and leading the change process. Topics include:...

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