Estrategia, Liderazgo y Personas

Nicholas Ronald Clarke

Nicholas Ronald Clarke

Nicholas Clark té un doctorat en Psicologia per la Universitat d'Exeter, un Màster en Desenvolupament de Recursos Humans per la London Southbank University i un Màster en Política i Treball Social per la London School of Economics. És professor de comportament organitzatiu i directiu de RRHH a EADA. Nicholas ha passat els últims 20 anys centrats en la investigació de com la qualitat de les relacions laborals influeixen en la eficàcia i els resultats del desenvolupament de recursos humans a les organitzacions. Això inclou examinar l'efectivitat de la formació, així com el lideratge i el desenvolupament del lideratge. Nicholas també ha fet presentacions en conferències i seminaris al Regne Unit i altres països, a la premsa britànica, a la companyia N-Power, a Rolls Royce Fuel Systems i al Ministeri de l'Interior del Regne Unit. També forma part del consell editorial de Human Resource Development Quarterly, European Journal of Training & Development, i Team Performance Management.

The primary area of my research focuses on advancing our understanding of leadership and leadership development from a relational perspective. This began with the publication of a number of early studies identifying the significance of relationships with supervisors as influencing training outcomes, which then broadened to include relational dimensions associated with organisational climate (e.g. supervisory empowerment) influencing training and learning in the workplace more broadly. This early work drew heavily on Bandura’s Social Learning Theory but has since incorporated socio-constructivist perspectives of learning. My work in this area has examined how relationship quality in the workplace influences (1) organisation development in networks (2) how HRD policies are implemented and (3) leadership and leadership development. My interest in how relational quality influences learning and behaviour has focused on how emotional intelligence might be developed, how EI affects learning and behaviour, leader member exchange and relational leadership and respect in leadership.

Journal Article, Scholarly

Sweeney, A. ). Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes. : International Journal of Management Reviews.

Alshenalfi, N. Upward Influence Tactics and their Effects on Job Performance Ratings and Flexible Working Arrangements: The Mediating Roles of Mutual Recognition Respect and Mutual Appraisal Respect.. US: Human Resource Management.

Book, Scholarly

Clarke, N. (2018). Relational Leadership: Theory, Practice and Development. UK: Routledge.

Chapters in Scholarly Book

Clarke, N. (2017). A Handbook of International Human Resource Development: Context, Processes and People. . UK: Edward Elgar Publishing.