Members of the HCL
Professor Bernd Vogel (Director)
Engaging leadership and future of leadership; energising organisations and senior management teams; developing leadership and followership; CEO decision making and identity.
Leadership behaviour and creating responsible, transformational leadership relationships; supporting leadership style, resilience and wellbeing.
Organisational sustainability and organisational success factors.
Boards and leadership teams, future of leadership and leadership development.
Leading change; organisational design and culture; leading and managing programmes.
Leadership and leadership development, facilitation, action learning, intergenerational leadership, SMEs.
Reflective practice, systemic epistemology and personal development.
Team leadership for team dynamics and effectiveness; developing leadership in teams as nucleus for innovation.
Knowledge-based view of leadership, leadership development, identity and hubris.
Leadership and leadership development, leadership context, and emotions in organisations.
The role of coaching for creating resilience for positive leadership.
Professor (emer.) Victor Dulewicz
Dr Sharon Varney (Adjunct Faculty)
University of Reading networks:
- Centre for Integrative Neurosciences and Neurodynamics (CINN)
- Henley Partnership
- John Madejski Centre for Reputation (JMCR)
- The Henley Forum for Organisational Learning and Knowledge Strategies
National and international University Networks:
- IESE Business School, Dr Anneloes M. L. Raes
- Texas Christian University, Dr Michael S. Cole
- University of Cambridge, Dr Jochen Menges
- University of East Anglia, Dr Stefan Krummaker
- University of Southampton, Professor Malcolm Higgs
- University of St. Gallen, Prof. Dr Heike Bruch
Current Projects of doctoral students:
- Greg Bott: Working title: "How can Client Partners in Professional Service Firms secure the commitment of peers to develop key client relationships?"
- Obinna Chimezie Ikwuegbu: Working title: “Organisational energy as mediator in the relationship between aesthetic leadership and creativity”.
- Renata Kenda: Working title: "The role of project managers' leadership for performance in virtual project teams".
- Lebene Richmond Soga: Working title: “The role of Web 2.0 technologies in organisational leadership: An actor-network and practice theory perspective”.
Recently completed doctoral projects
- Dr Amal Ahmadi - A Phenomenological Exploration of the Leadership Knowing-Doing Gap, Focusing on the Role of Leader Fear and the Leadership Context.
Amal Ahmadi, who recently completed her PhD received a Best Doctoral Paper Award for a paper presented at the 9th Conference on Emotions and Organisational Life (Emonet IX) in 2014. Read more here.
- Kim Bradley-Cole: Working title " 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".
- Susann Gjerde (Visiting Doctoral Student): Working title "Developing Leadership, leader roles and leader identities" The aim of this PhD is to contribute to a better understanding of how leaders and leadership develop naturally during managers’ role transitions and as a consequence of attending formal development initiatives. With the use of mixed methods the PhD addresses the development of internal processes such as trust in self and trust in others among middle managers undergoing a six months leadership coaching programme, and the evolving constructions and enactments of leader roles and leader identities among experienced senior managers entering new roles. Through four empirical papers the PhD extends and builds theory on leader and leadership development and offers valuable insights for managers to reflect upon as they are faced with changing leader role expectations and suggestions for organisations in their creation of leadership development programmes.
- Sharon Varney: "A complexity perspective on organisational change: making sense of emerging patterns in self-organising systems".
Sharon Varney, who recently finished her DBA, has received an Outstanding Doctoral Research Award.
“A complexity perspective on organizational change: making sense of emerging patterns in self-organising systems” has been chosen, by the editorial team of Leadership & Organization Development Journal, as a Highly Commended Award winner of the 2013 Emerald/EFMD Outstanding Doctoral Research Awards in the Leadership and Organization Development category”