Staff members and partners

Henley Centre for Leadership's faculty is comprised of both Henley Business School staff and external members, all working together to deliver outstanding research and wider leadership projects.

The faculty of the centre are covering a range of research areas, outlined below:

- Diversity in leadership

(Professor Claire Collins)

- Organisational behaviour and culture

(Dr Amal Ahmadi, Professor Claire Collins, Dr David Pendleton, Dr Stephen Simister)

- Organisational sustainability and success

(Professor Abby Ghobadian)

- Leadership development

(Dr Amal Ahmadi, Dr David Pendleton, Professor Jean-Anne Stewart, Professor Bernd Vogel)

- Entrepreneurial/SME leadership

(Dr Amal Ahmadi, Professor Jean-Anne Stewart)

- Resilience in leadership

(Dr Caroline Rook)

- Impact of technology on leadership

(Dr Lebene Soga)

- Engaging leadership

(Professor Karen Jansen, Professor Bernd Vogel)

- Personal development, reflection and learning

(Dr Chris Dalton, Professor Jean-Anne Stewart)

- Innovation and decision making in leadership

(Dr Ana Graça, Professor Bernd Vogel)

- Leading transformational change

(Professor Karen Jansen, Dr Stephen Simister)

- Leadership within teams

(Dr Ana Graça, Dr David Pendleton)

- Energising organisations and senior management teams

(Professor Bernd Vogel)

- Intergenerational leadership

(Professor Jean-Anne Stewart)

Partners

Professor (emer.) Victor Dulewicz

Dr Malcolm Higgs

Dr Dimitrios Spyridonidis

Knowledge-based view of leadership, leadership development, identity and hubris.

University of Reading Networks:

Doctoral Researchers	Dissertation Titles
Amal Ahmadi	A Phenomenological Exploration of the Leadership Knowing-Doing Gap, Focusing on the Role of Leader Fear and the Leadership Context.
Faisal Alreshaid	The Co-Creation of Chairman and CEO Roles: A Role Theory and Relational Perspective
Kim Bradley-Cole	Romancing Authenticity... exploring the nature and role of followers' implicit theories of authentic leadership and the contribution of authentic leader behaviours to effective leader-leader relationships.
Phatcharasiri Ratcharak	Emotional Labour Processes in Leader-Follower Role Relationships: The Perspective of Leadership Identity Work
Lebene Soga	The role of Web 2.0 technologies in organisational leadership: An actor-network and practice theory perspective
Sharon Varney	A complexity perspective on organisational change: making sense of emerging patterns in self-organising systems

Contact us

Professor Bernd Vogel

For more information please contact Professor Bernd Vogel, the HCL Director.

Email: bernd.vogel@henley.ac.uk
Telephone: 01491 414548