Claire Collins is the Henley Business School Director of Diversity and Inclusion and the Academic Lead of the Army Higher Education Pathway. She researches and teaches Leadership and Leadership Development with a special interest in Diversity and Inclusion, Quiet Leadership, Coaching Leaders, Leadership Derailment and Women in Leadership. She has experience of working with a variety of organisational and academic clients from the private and public sectors. Claire enjoyed a significant career outside academia before joining Henley 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 before joining the faculty at Henley Business School. As part of her portfolio, Claire is an accredited and experienced Business Coach working with a wide variety of senior clients.
Professor Claire Collins
Professor of Leadership
Professor Claire Collins
|School Director of Diversity and Inclusion|
|Academic Lead, Army Higher Education Pathway|
|Leadership, Organisations and Behaviour|
|By area: Leadership and Leadership Development, Diversity and Inclusion, Leadership derailment, Women in Leadership and Coaching|
|By industry: Armed forces, Public Sector, National Health Service, Professional Service Firms, Legal|
|GB21, Greenlands campus|
|+44 (0) 1491 414545|
Teaching and learning expertise covers design and delivery of research programmes at doctoral level, teaching of Leadership and Change on all modes of MBA and for other qualification and corporate clients. Management of the Partnership with the Rotman School of Management, University of Toronto. Delivery of a number of modules for the Reading Researcher Development Programme and specifically Leadership for PhDs. Design and delivery of programmes for external bodies in areas of expertise.
Ahmedi, A., Vogel, B., Collins, C. (2016) An Initial Framework for the Role of Leader Fear in the Knowing-Doing Gap of Leadership. Emotions and Organizational Governance. Published online: 08 Jun 2016; 313-340.
Permanent link to this document: http://dx.doi.org/10.1108/S1746-979120160000012011
Approximately 15% contribution.
Collins, C., and Mc Bain, R. (2017). Learning the Craft: Developing apprentice scholars with the capacity to integrate theory and practice. In J. M. Bartunek & J. McKenzie (Eds.), Academic practitioner research partnerships: Developments complexities and opportunities.). Abingdon: Routledge.
Approximately 80% contribution.
Sun, L., Tan, C., Robertson, S., Liu, K., Cook, M. and Collins, C. (2016). Open Digital Business Ecosystems: A Pathway for Value Co-creation. In: M. C. C. Baranauskas, K. Liu, L. Sun, V. P. D. A. Neris, R. Bonacin & K. Nakata (Eds.) Socially Aware Organisations and Technologies. Impact and Challenges: 17th IFIP WG 8.1 International Conference on Informatics and Semiotics in Organisations, ICISO 2016, Campinas, Brazil, August 1-3, 2016, Proceedings. Cham: Springer International Publishing.
Approximately 10% contribution.
Collins, C. (2011). Advanced Facilitation Skills. In: K. Kruckeberg, W. Amman & M. Green, eds. Leadership and Personal Development: A Toolbox for the 21st Century Professional. Charlotte, NC: Information Age Publishing Inc., pp. 171-184.
Collins, C. (2011). Relational Aspects of Coaching and Communication. In: K. Kruckeberg, W. Amman & M. Green, eds. Leadership and Personal Development: A Toolbox for the 21st Century Professional. Charlotte, NC: Information Age Publishing Inc., pp. 243 - 258.
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.
Consultancy and Outreach
OFCOM – Regular training and consultancy on diversity issues
Amnesty International – as above
University of Oxford – Leadership training programme for Postdoctoral Fellows