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.
Staff Members
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Lecturer in Organisational Behaviour |
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Lecturer in Leadership |
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Professor in Leadership, Director of Henley Centre for Leadership |
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Post-Doctoral Fellow in Leadership |
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Lecturer in Leadership |
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Lecturer in Organisational Behaviour and Research Methods |
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Associate Professor of Management Learning |
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Associate Professor in Organisational Behaviour |
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Emeritus Professor |
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Professor in Leadership |
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Post-Doctoral Fellow in Organisational Behaviour and Knowledge Management |
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Professor of Leadership Development |
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Professor in Leadership and Change |
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Lecturer in Entrepreneurship and Leadership |
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Lecturer in Leadership |
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Associate Professor in Leadership |
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Lecturer in Leadership and Organisational Behaviour |
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Associate Professor of Programme and Change Management |
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Research Student |
The faculty of the centre are covering a range of research areas, outlined below:
- Diversity in leadership
- Organisational behaviour and culture
- Organisational sustainability and success
- Leadership development
- Resilience in leadership
- Impact of technology on leadership
- Engaging leadership
- Personal development, reflection and learning
- Innovation and decision making in leadership
- Leading transformational change
- Energising organisations and senior management teams
- Intergenerational leadership
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:
- Centre for Integrative Neurosciences and Neurodynamics (CINN)
- Henley Partnership
- John Madejski Centre for Reputation (JMCR)
- The Henley Forum
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.ukTelephone: 01491 414548
