Nicholas Ronald Clarke
Nicholas Clark holds a Phd in Psychology from Exeter University, a MSc. Human Resource Development from London SouthBank University, and a MSc Social Policy & Social Work from London School of Economics. He is Professor of Organisational Behaviour & HRM at EADA Business School. Nicholas has spent the past 20 years building a major body of research advancing our understanding of how the quality of work relationships (manager- subordinate relations, team relations, social relations) influence the effectiveness and outcomes of human resource development in organisations. This includes examining training effectiveness as well as leadership and leadership development. His work examining the role of emotional intelligence, respect in relationship quality and leadership development has resulted in invitations to give presentations at conferences and seminars in the UK and internationally, coverage in the UK national press, as well as consultancy on leadership development to the energy company N-Power, Rolls Royce Fuel Systems, and the UK Home Office. He is widely published in his field and sits on the editorial board of Human Resource Development Quarterly, European Journal of Training & Development, and 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.
Chapters in Scholarly Book
Vaz de Carvalho, P. , CLARKE, N. (2019). Applied theatre as a tool for organisational change management. : .
CLARKE, N. , Higgs, M. (2019). Employee participation in change programs. : .
Clarke, N. (2017). A Handbook of International Human Resource Development: Context, Processes and People. . UK: Edward Elgar Publishing.
Journal Article, Scholarly
Garavan, T. , McCarthy, A. , Sheehan, M. , Lai, Y. , Saunders, M. , CLARKE, N. , Carbery, R. , Shanahan, V. (2019). Measuring the impact of training: the need for greater methodological rigour. : Human Resource Development Quarterly.
CLARKE, N. , Higgs, M. (2019). Political skill and role overload as antecedents of innovative work behaviour in the public sector. : Public Personnel Management.
Sweeney, A. , CLARKE, N. , Higgs, M. (2019). Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes. : International Journal of Management Reviews.
Alshenalfi, N. (2019). 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.
CLARKE, N. , Alshenaifi, N. , Garavan, T. (2019). The effects of subordinates’ use of upward influence tactics on their supervisors’ job performance evaluations in Saudi Arabia: the significance of loyalty. : International Journal of Human Resource Management.
Clarke, N. (2018). Relational Leadership: Theory, Practice and Development. UK: Routledge.