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Dr. Filipe Morais

Lecturer in Governance Programme Director of the MSc in Management for Future Leaders

Filipe Morais Profile Pic May19 75neayyt0


  • Corporate Governance, 
  • Boards of Directors, 
  • CEO and Chair Leadership, 
  • Strategic Management, 
  • Stewardship


Greenlands Campus

Dr Filipe Morais has substantial experience in Corporate Governance including all aspects relating to boards of directors. His experience and close ties to industry make his research both academically sound and highly relevant and impactful.

Filipe Morais, PhD., holds a doctorate in management from the Henley Business School, University of Reading (UK) specialising in corporate governance and strategic management topics. He is Programme Director for the MSc in Management for Future Leaders, Senior Leaders Master's Degree Apprenticeship (SLMDA).

His research has been published in academic and practitioner journals, industry research reports, case studies, book chapters and a book which is set to be published in July 2020. His research interests range from corporate governance and all aspects of board of directors, CEO and Chairs leadership, strategic and change management, and stewardship.

Filipe teaches and convenes the Managing Key Resources module on the BA Applied Management. He is also the module convenor for the Board Information and Communication, The Public, Private and Third Sector Boards and the Annual Board Conference of the MA in Board Practice and Directorship. He occasionally teaches on the MSc in Financial Regulation and the Henley MBA.

He acts as a paper and book reviewer for academic journals, and in 2018 he received the Academy of Management Strategic Management Division Outstanding Reviewer Award; He also received the Case Centre Scholarship Award for his case study on Thomas Cook plc.

Filipe currently supervises 3 PhD students in corporate governance and strategic management topics

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:
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:
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: 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. , Kakabadse, N. , Moore, P. and Morais, F. , (2018) Is government fit for purpose? - The Kakabadse report. Report. Henley Business School, Henley-on-Thames.
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:
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. , Morais, F. and Goyal, R., (2017) Conflict and tension in the boardroom. Report. ICSA, Reading, UK.
Reference: Morais, F. M. A. (2017) Chairperson and CEO role responses to strategic tensions: a UK-based study. PhD thesis, University of Reading.
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: Morais, F. and Kakabadse, N. (2014) The Corporate Gini Index (CGI) determinants and advantages: lessons from a multinational retail company case study. International Journal of Disclosure and Governance, 11 (4). pp. 380-397. ISSN 1741-3591 doi:
Reference: Morais, F. and Kakabadse, N. K. (2013) Delving into the boardroom ‘black box’: A research model of ‘Board Learning Capability' (BLC). Open Journal of Business and Management, 1 (3). pp. 76-90. ISSN 2329-3284 doi:
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

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The Final Management Project (FMP) is a major project. Here the learners have the opportunity to demonstrate practical business research skills in identifying a significant organisational issue, problem or gap...

Module code: MQM3FMP

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Module code: MQM3CRE