Estrategia, Liderazgo y Personas

Nicholas Ronald Clarke

Nicholas Ronald Clarke

Researcher

Nicholas Clark tiene un doctorado en Psicología por la Exeter University, un Master en Desarrollo de Recursos Humanos por la London SouthBank University y un Master en Política y Trabajo Social por la London School of Economics. Es Profesor de Comportamiento Organizacional y Dirección de RRHH en EADA. Nicholas ha pasado los últimos 20 años centrado en la investigación de cómo la calidad de las relaciones laborales (relaciones entre gerentes y subordinados, relaciones de equipo, relaciones sociales) influyen en la efectividad y los resultados del desarrollo de recursos humanos en las organizaciones. Esto incluye examinar la efectividad de la formación, así como el liderazgo y el desarrollo del liderazgo. Nicholas también ha hecho presentaciones en conferencias y seminarios en el Reino Unido y otros países, en la prensa británica, la empresa N-Power, Rolls Royce Fuel Systems y el Ministerio del Interior del Reino Unido. También forma parte del consejo editorial de Human Resource Development Quarterly, European Journal of Training & Development, y 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.

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.

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.

Book, Scholarly

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