Responsible governance & leadership
This research group has a focus on leadership, governance and people management issues in organisations. The group’s research focuses on three strands.
- Leadership studies related to responsibility, ethics and professional practice
- Governance of organisations relating to integrated reporting, stakeholder models, board dynamics and executive development
Human Resource Management, professional practice, employee engagement and learning and development.
Underpinning the group’s research interests is the Centre for Governance, Leadership and Global Responsibility. The Centre seeks to explore how theory, value and practice of responsible leadership and governance are integrated into organisational practices, exploring both failure and good practice in leadership and governance and key facets of learning and development in responsible leadership and governance.
The Centre aims to provide challenging conversations across all sectors, stimulating an ongoing public debate about the nature and practice of responsibility. The Centre focuses on responsibility as a critical dynamic in any significant leadership practice, involving:
- intellectual, psychological and social, as well as moral aspects; requiring skills of narrative
- mutual and plural accountability, requiring skill in dialogue
- shared creative responsibility, requiring the skills of collaboration
This suggests that the future of responsibility is found in both systems of organising and in the practice of responsibility at every level of the organisation. In this context organisations must understand the social, economic, and political debates fostered by competing stakeholders.
The Centre has three interrelated objectives, to develop:
- thought and practice in integrative Responsible Governance and Leadership
- integrative professional formation and university teaching
- mutual partnerships between Higher Education, professions and business, including consultancy and shared research
The group’s work includes research into responsible leadership, corporate social responsibility, including sports governance; gender and organisations; employee engagement; intercultural and human resource management and learning and development. Additionally, the group is active in executive development and consultancy across private and public sector organisations.
The subject group is also partnered with several professional bodies, including the Chartered Institute of Personnel Development, The Chartered Management Institute, the Institute of Directors and ICSA the Governance Institute, running professional programmes for executives and directors.
- Astley, J. (2017) Conflicts and challenges of gender in the workplace: The police service in England, Wales and Northern Ireland. In: Caven, V. and Nachmias,;S. eds. Hidden Inequalities in the Workplace. A Guide to the Current Challenges, Issues and Business Solutions. Palgrave Macmillan
- Beech, N., Gold, J. and Beech, S. (2017) Military Lives: Coaching Transitions. European Journal of Training and Development. European Journal of Training and Development, 41 (5) December.
- Boak, G., Watt, P., Gold, J., Devins, D. and Garvey, R. (in press) Procuring a sustainable future: an action learning approach to the development and modelling of ethical and sustainable procurement practices. Action Learning, August, pp. 1-15.
- Bratton, J. and Gold, J. (2015) Towards Critical Human Resource Management Education (CHRME): a sociological imagination approach. Work, Employment and Society, 29 (3)January, pp. 496-507. (Journal Article)
- Gold, J. and Devins, D. (2014) Re-conceptualising talent management and development within the context of the low paid. Human Resource Development International, 17 (5) September, pp. 514-528.
- Glaister, C. (2015) An investigation into the impact of increased university tuition fees in the UK on university aspirations among students of varied ethnicity and socio-economic Status. International Journal of Learner Diversity and Identities, 21 (2) January, pp. 25-35.
- Kyriakidou, N., Bobade, A. and Nachmias, S. (2015) Conceptual Review of the Role of Self-Help Groups (SHGs) in Women Entrepreneurship: The Case of Shri Mahila Griha Udyog Lijjat Papad (SMGULP. In: De-Sevilla, H. and Costea, C eds. Women's Voices in Management: Identifying Innovative and Responsible Solutions.
- Lampadarios, E., Kyriakidou, N. and Smith, G. (2017) Towards a new framework for SMEs success: a literature review. International Journal of Business and Globalisation, 18 (2) January, pp. 194-232.
- Oppong, N.Y. and Gold, J. (2015) Developing local managers in the Ghanaian mining industry: an indigenous talent model. Journal of Management Development, 35 (3) October, pp. 341-359.
- Robertson, F and Samy, M (2015) Factors affecting the diffusion of integrated reporting – A UK FTSE 100 perspective. Sustainability Accounting, Management and Policy Journal, Vol. 6, Issue 2.
- Robinson, S.J. (2015) Beyond Belief: Redefining Spirituality. Nursing Management • February 2015, February.
- Rodgers, H., Yeomans, L., & Halliday, S. (2016). The ‘Gogglebox’ and Gender: An Interdiscursive Analysis of Television Representations and Professional Femininities. In: Elliott, C., Stead, V., Mavin, S., & Williams, J. eds. Gender, media, and organization: challenging mis(s)representations of women leaders and managers. Information Age Publishing.
- Robinson, S.J. and Smith, J. (2014) Co-charismatic Leadership: Critical Perspectives on Spirituality Ethics and Leadership. 1st Edition Oxford: Peter Lang.