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that will inform practicing managers, leaders and academics. |
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Sue Congram is studying leadership as something that involves the whole organisation. From this perspective, the role of a leader is a contributing factor, but not the whole story. The contribution of many individuals will influence the aspirations of an organisation, and affect how it gets there. New insights gained so far have significant implications on leadership development, where transparency, connectedness, conversation and trust are reported to be core attributes of effective organisation-wide leadership practice. Sue's PhD is at Cardiff University |
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Simon Dawson is concerned with the widespread over-reliance of quantitative factors in management decision making — often excluding qualitative factors. The result, such as reliance on number-based targets like school SATs, NHS waiting lists, financial advisers bonus targets, can easily become dysfunctional.
Simon is researching this bias in decision-making at the Bristol Business School, University of the West of England.
Simon's view informs his way of working. He will not just describe a management development programme in terms of the numbers of individuals being given a certain skill set, or test results on learning achieved. Rather, the programme will use a description of how managers and leaders will actually behave and deal with others in achieving the organisation's goals. Success is when this description becomes reality. Simon's PhD is at the Briastol Business School, University of the West of England. |
