Responsible Governance & Leadership
This group’s research focuses on three strands:
- Leadership studies, related to responsibility, ethics and professional practice;
- Governance of organisations, with especial interest in stakeholder models, board dynamics and executive development;
- Human Resource Management (HRM), with particular focuses on professional practice, employee engagement and learning and development, including coaching.
Underpinning the group’s research interests is the Centre for Governance, Leadership and Global Responsibility. The Centre has three interrelated objectives: to develop thought and practice in integrative Responsible Governance and Leadership; to develop integrative professional formation and university teaching; and to foster mutual partnerships between Higher Education, professions and business, including consultancy and shared research.
The first of these seeks to explore the integration of cognate concepts such as CSR business ethics, integrity, identity, reputation, responsible governance and leadership. What do these ideas look like in practice and how they can be effectively integrated through tools such as integrated reporting, the development of cultures and codes and interagency governance. The second seeks to explore the dynamics of research and learning, the related attributes, virtues and skills, and how they can be learned, developed and integrated in professional practice. The third looks to the practice of dialogue, critical, caring and creative, and how different sectors can work together to embrace the complexity of leadership and governance.
Researchers from the group have approached these objectives from angles including the responsibility of leadership, examining issues in corporate social responsibility, engaging employees and enabling effective organisational cultures, examining the relationships between gender, media and organisations, reflexivity in leadership. Studies also examine developments in leadership theory and practice, such as distributed and co-charismatic leadership, spirituality in leadership across private and public sector organisations. 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.