Dr Amal Ahmadi

Postdoctoral Fellow in Organisational Behaviour

Dr Amal Ahmadi

Dr Amal Ahmadi

Member of the Henley Centre for Leadership and the Henley Centre for Entrepreneurship
Fellow of the Higher Education Academy
Senior Tutor for Undergraduate and Postgraduate Business Managment Students
Leadership, Organisations and Behaviour
By Area: Leadership, leadership development, organisational behaviour, workplace emotions, entrepreneurship
Edith Morley building room 265, Whiteknights campus
a.ahmadi@henley.ac.uk
+44 (0) 118 378 8810

Biography

Amal Ahmadi is a Postdoctoral Fellow in Organisational Behaviour at the Henley Business School, and is a member of the Henley Centre for Leadership

and the Henley Centre for Entrepreneurship. She is also a Fellow of the Higher Education Academy (HEA).

Her PhD research explored the leadership knowing-doing gap. It focused on the role of leader fear and the leadership context in influencing the transfer of leadership knowledge into leadership action. It drew on cognitive, affective and behavioural mechanisms to explore the phenomena in study, and has the potential to be extended into several interdisciplinary avenues for future research.

Amal has presented her research at a number of conferences, such as the British Academy of Management (BAM), the Academy of Management (AOM), and the Developing Leadership Capacity Conference (DLCC) among others. She has won the Best Doctoral Paper Award for a paper presented at the 9th Conference on Emotions and Organisational Life (Emonet IX) in 2014.

Amal’s research interests include leadership and leadership development, as well as emotions in the workplace. Her teaching experience covers undergraduate and postgraduate modules in a number of areas including leadership, organisational behaviour, management and entrepreneurship.

Academic Activity

Book Chapters:

Ahmadi, A., and Vogel, B. 2017. Ella’s Kitchen: Strategic positive leadership with purpose and value-driven collective energy. In R. Koonce and B. Vogel (Eds.), Developing Leadership for Positive Organising, pp. 307-320. Emerald.

Ahmadi, A., Vogel, B. and Collins, C. 2016. An initial framework for the role of fear in the knowing-doing gap of leadership. In N. M. Ashkanasy, W. J. Zerbe, and C. E. J. Hartel (Eds.), Research on Emotion in Organisations, Vol. 12. Bingley: Emerald.


Conference Presentations:

Ahmadi, A. 2015. An exploration of the role of leader fear in the knowing-doing gap of leadership. (Doctoral Symposium Paper Presentation), 29th Annual Conference of the British Academy of Management (BAM). Portsmouth, UK.

Ahmadi, A. 2015. Leadership translational issues: The gap between knowing leadership and enacting leadership. (Professional Development Workshop: Leadership translation issues: Blending scholarly and practice lenses in leadership development. Invited Panel Presentation, presented by Bernd Vogel), 75th Annual Meeting of the Academy of Management (AOM). Vancouver, Canada.

Ahmadi, A. 2015. Towards an understanding of the role of leader courage in the knowing-doing gap of leadership. (Developmental Paper Presentation), 7th Developing Leadership Capacity Conference (DLCC). Henley-on-Thames, UK.

Ahmadi, A., Batistic, S., Graca, A. M., Kenda, R. and Vogel, B. 2015. Beware of the dark side: The impact of destructive collective leadership on affective team climate and creativity-innovation. (Symposium: Shaping team processes agenda: Antecedents and outcomes through a temporal lens. Paper Presentation, presented by Sasa Batistic and Ana Margarida Graca), 17th congress of the European Association of Work and Organizational Psychology (EAWOP). Oslo, Norway.

Ahmadi, A. 2014. The knowing-doing gap of leadership: An exploration of leader fear and leader courage and the gap between knowing leadership and engaging in leadership. (Professional Development Workshop: Some Words of Advice: A Mentoring Session to Promote High Quality Leadership Research. Roundtable Discussion), 74th Annual Meeting of the Academy of Management (AOM). Philadelphia, US.

Ahmadi, A. 2014. The knowing-doing gap of leadership: An exploration of leader fear and leader courage and the gap between knowing leadership and engaging in leadership. (Organizational Behavior Doctoral Consortium. Roundtable Discussion), 74th Annual Meeting of the Academy of Management (AOM). Philadelphia, US.

Ahmadi, A., Vogel, B. and Collins, C. 2014. A theory on the role of leader fear in the knowing-doing gap of leadership. (Paper Presentation), 9th Conference on Emotions and Organizational Life (Emonet IX). Philadelphia, US.

Ahmadi, A. 2012. The gap between knowing leadership and engaging in leadership. (Doctoral Symposium. Research Conversations), 26th Annual Conference of the British Academy of Management (BAM). Cardiff, UK.

Ahmadi, A. and Vogel, B. 2012. The gap between knowing leadership and engaging in leadership: Leader, follower and organisational building blocks. (Poster Presentation), 4th Annual Developing Leadership Capacity Conference (DLCC). Exeter, UK.