Professor Claire Collins is an Emeritus Professor at Henley Business School.
Claire was previously a Professor of Leadership and the Academic Lead of the Army Higher Education Pathway. She researched and taught leadership and leadership development with a special interest in diversity and inclusion, quiet leadership, coaching leaders, leadership derailment and women in leadership.
Outside academia Claire worked with organisational and academic clients from the private and public sectors before joining Henley Business School in 2007. She has 20 years' experience in the NHS, firstly in a scientific role and then in senior management in a large acute Trust, following which she became CEO of a London law firm. She has also enjoyed some years as an independent consultant and coach and combined this with being a Research Fellow at the Royal College of Nursing Institute. Claire is an accredited and experienced Business Coach working with a wide variety of senior clients.
Claire taught Leadership and Change on all modes of MBA. She managed a partnership with the Rotman School of Management, University of Toronto, and delivered modules for the Reading Researcher Development Programme, specifically Leadership for PhDs. She has expertise in the design and delivery of programmes for external bodies in areas of expertise, providing consultancy and outreach to OFCOM, Amnesty International and the University of Oxford. This consultancy covers regular training and consultancy on diversity issues and a leadership training for Post-Doctoral Fellows.
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Collins, C. and Hillier, L. (2017) Identifying The Impact Of Research From Professional Doctorates: A Case Of A UK Doctor Of Business Administration Programme. Presented at the British Academy of Management conference, University of Warwick, 2017. First Prize winner.
Approximately 90% contribution.
Collins, C., Riddell, P., Robinson, J. (2017) Quiet Leadership: Tales from the other 50%. Professional Development Workshop presented at AoM, Aug 2017.
Approximately 50% contribution.
Collins, C. and Spyridonidis, D. (2015) ‘Developing leadership capacity to improve governance in the NHS: Using coaching as a development intervention’ Paper presented at the British Academy of Management Conference, Portsmouth, UK.
Approximately 80% contribution.
Collins, C. (2014) ‘Using Brief Social Observations as a Method of Selecting Executive Coaches’ Paper accepted for the British Academy of Management Conference, Belfast, UK.
Ahmadi, A., Vogel, B. and Collins, C. (2014) ‘A Theory on the Role of Leader Fear in the Knowing-Doing Gap of Leadership’ Paper accepted for the Emonet Conference, Philadelphia, USA. First Prize winner
Approximately 20% contribution.
Collins, C. (2012) ‘Using Coaching to Eliminate ‘Stuckness’ in the Leadership of Change’ Paper accepted for the British Academy of Management Conference, Cardiff University, UK., Sept.
Collins, C. (2010) 'The role of precursor factors in the creation of dyadic leadership development relationships: Using coaching as an intervention example'. British Academy of Management Conference. University of Sheffield, UK. First Prize winner.
Collins, C. (2010) ‘The role of precursor factors in the creation of dyadic leadership development relationships: Using coaching as a intervention example’. Joint Doctoral Colloquium, Paris-Dauphine University, Paris, France.
Collins, C. (2010) ‘The role of precursor factors in the creation of dyadic leadership development relationships: Using coaching as a intervention example’. Spring Doctoral Symposium, Judge Business School, University of Cambridge, UK.
Collins, C. (2008) ‘Which Coach will lead me to change (and change me to lead)?‘ Conference proceedings, 4th European Conference on Management, Leadership and Governance, University of Reading, UK.
Collins, C. (2008) Creating the Coaching Relationship. Doctoral Symposium, British Academy of Management Conference, Harrogate, UK.
Collins, C. (2008) Coaching: More than just a buzzword, but is it the Holy Grail, SEEDA Leadership Academy, Feb.
- Leadership and Leadership Development
- Diversity and Inclusion
- Women in Leadership and Coaching
- Armed Forces
- Public Sector