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Inclusion: The DNA of leadership and change (2019)
Report
Bolden, R., Adelaine, A., Warren, S., Gulati, A., Conley, H., & Jarvis, C. (in press). Inclusion: The DNA of leadership and change

This report, commissioned by the NHS Leadership Academy, sets out the evidence base for Building Leadership For Inclusion (BLFI) – an ambitious new programme of work that aims to (1) raise the level of ambition, (2) quicken the pace of change, and (... Read More about Inclusion: The DNA of leadership and change.

Developing systems leadership in public health: A scoping report (2019)
Report
Bolden, R., Evans, D., Jarvis, C., Mann, R., & Patterson, M. (2019). Developing systems leadership in public health: A scoping report

This document reports the outcomes of a scoping project commissioned by Public Health England (PHE) in order to outline possibilities for developing the systems leadership capacity of public health registrars and newly appointed consultants. It has b... Read More about Developing systems leadership in public health: A scoping report.

Mobilizing Change in Public Services: Insights from a Systems Leadership Development Intervention (2019)
Journal Article
Bolden, R., Gulati, A., & Edwards, G. (2020). Mobilizing Change in Public Services: Insights from a Systems Leadership Development Intervention. International Journal of Public Administration, 43(1), 26-36. https://doi.org/10.1080/01900692.2019.1604748

© 2019, © 2019 Taylor & Francis Group, LLC. This paper explores the mobilization of systems change through analysis of a place-based ‘systems leadership’ development intervention aimed to develop the capacity of cross-sector partnerships to tackle... Read More about Mobilizing Change in Public Services: Insights from a Systems Leadership Development Intervention.

Golden key local evaluation - Phase 3: System change (2019)
Report
Isaac, B., Bolden, R., Gasper, R., & Beardmore, A. (2019). Golden key local evaluation - Phase 3: System change

This report presents findings from Phase 3 of UWE’s Local Evaluation of Golden Key (GK), focused on understanding how GK’s system change activity has developed. The evidence is based on interviews conducted in summer 2018, with a sample of people cl... Read More about Golden key local evaluation - Phase 3: System change.

Place-based leadership: Lessons from the Bristol leadership challenge (2018)
Presentation / Conference
Bolden, R., Gulati, A., Burns, G., & Gott, M. (2018, July). Place-based leadership: Lessons from the Bristol leadership challenge. Paper presented at 10th Developing Leadership Capacity Conference

In recent years there have been calls for an increasing emphasis on the development of place-based leadership to tackle ‘wicked’ issues, improve resilience and meet the needs of local citizens (Budd and Sancino 2016; Grint and Holt 2011; Hambleton 20... Read More about Place-based leadership: Lessons from the Bristol leadership challenge.

Leadership paradoxes: An exploratory study in the Singapore public service (2017)
Presentation / Conference
Bolden, R., Soon, S., & Fang Yan, W. (2017, October). Leadership paradoxes: An exploratory study in the Singapore public service. Paper presented at 19th ILA Global Conference

This paper presents empirical evidence on the nature, causes and coping strategies for ‘leadership paradoxes’ in Singapore public services. A framework is offered that illustrates the challenges of working across different role, space and time dimen... Read More about Leadership paradoxes: An exploratory study in the Singapore public service.

Building connections: Golden key local evaluation phase 2 report (2017)
Report
Isaac, B., Bolden, R., Pawson, C., Gulati, A., Gasper, R., Plumridge, A., …Stern, E. (2017). Building connections: Golden key local evaluation phase 2 report

This report summarises findings from Phase 2 of the UWE Local Evaluation of Golden Key (GK) in Bristol (March 2016 to Feb 2017). GK is one of 12 Big Lottery funded Fulfilling Lives partnerships across the UK, where local organisations are working to... Read More about Building connections: Golden key local evaluation phase 2 report.

Leadership and Creativity in Public Services: An Interview With Lord Michael Bichard, Chair of the National Audit Office (2017)
Journal Article
Bolden, R., & O'Regan, N. (2018). Leadership and Creativity in Public Services: An Interview With Lord Michael Bichard, Chair of the National Audit Office. Journal of Management Inquiry, 27(1), 45-51. https://doi.org/10.1177/1056492616688088

© The Author(s) 2017. This interview with Lord Michael Bichard, one of the most distinguished public sector leaders in the United Kingdom, explores his ideas around the relationship between leadership, creativity, and innovation. A champion of place-... Read More about Leadership and Creativity in Public Services: An Interview With Lord Michael Bichard, Chair of the National Audit Office.

Digital Disruption and the Future of Leadership: An Interview With Rick Haythornthwaite, Chairman of Centrica and MasterCard (2016)
Journal Article
O’Regan, N., Bolden, R., & O'Regan, N. (2016). Digital Disruption and the Future of Leadership: An Interview With Rick Haythornthwaite, Chairman of Centrica and MasterCard. Journal of Management Inquiry, 25(4), 438-446. https://doi.org/10.1177/1056492616638173

© 2016, © The Author(s) 2016. Unprecedented changes in the nature and prevalence of digital technology have significant implications for leadership theory, practice, and development that, as yet, remain largely unexplored in mainstream academic liter... Read More about Digital Disruption and the Future of Leadership: An Interview With Rick Haythornthwaite, Chairman of Centrica and MasterCard.

Making the ‘third stream’, mainstream: Facilitating effective higher education-employer engagement in workforce development (2016)
Journal Article
Petrov, G., Southall, J., & Bolden, R. (2016). Making the ‘third stream’, mainstream: Facilitating effective higher education-employer engagement in workforce development. Higher Education Review -London-,

In the past decade successive UK governments have placed a strong emphasis on, and renewed interest in, the role of higher education in skills development. In the light of recent skills policy developments in England and drawing upon the findings of... Read More about Making the ‘third stream’, mainstream: Facilitating effective higher education-employer engagement in workforce development.

Reaching out: Golden Key local evaluation phase 1 full report (2016)
Report
Gulati, A., Bolden, R., Gasper, R., Green, E., Isaac, B., Kimberlee, R., …Strauss, P. (2016). Reaching out: Golden Key local evaluation phase 1 full report

This report presents a preliminary analysis of the evidence collated for Phase 1 of the local evaluation of Bristol Golden Key. Evidence has been collected between November 2014 and March 2016 through a variety of means, including interviews with aro... Read More about Reaching out: Golden Key local evaluation phase 1 full report.

Reaching out: Golden Key local evaluation phase 1 summary report (2016)
Report
Gulati, A., Bolden, R., Gasper, R., Green, E., Isaac, B., Kimberlee, R., …Strauss, P. (2016). Reaching out: Golden Key local evaluation phase 1 summary report

This report summarises the findings from Phase 1 of the local evaluation of Golden Key though the first 18 months of initial development, progress towards delivery and operational services delivery from Autumn 2014 to Spring 2016. Bristol Golden... Read More about Reaching out: Golden Key local evaluation phase 1 summary report.

Leadership Paradoxes: Rethinking Leadership for an Uncertain World (2016)
Book
Bolden, R., Witzel, M., & Linacre, N. (2016). Leadership Paradoxes: Rethinking Leadership for an Uncertain World. Routledge

Leadership is full of paradoxes, yet many leaders and their organisations either never recognise this or hold onto the belief that these are ‘problems’ to be solved or made to go away. Leadership Paradoxes rejects this view, suggesting that paradoxes... Read More about Leadership Paradoxes: Rethinking Leadership for an Uncertain World.

The Difference that Makes the Difference - Final evaluation of the first place-based programmes for Systems Leadership: Local Vision (2015)
Report
Bolden, R., Gulati, A., Ahmad, Y., Burgoyne, J., Chapman, N., Edwards, G., …Spirit, M. (2015). The Difference that Makes the Difference - Final evaluation of the first place-based programmes for Systems Leadership: Local Vision

1. This report outlines findings from Phase 2 of the evaluation of Systems Leadership: Local Vision, conducted by Bristol Leadership Centre on behalf of the Systems Leadership Steering Group. It is the third in a series of reports capturing the lear... Read More about The Difference that Makes the Difference - Final evaluation of the first place-based programmes for Systems Leadership: Local Vision.

Developing and sustaining shared leadership in higher education (2015)
Report
Bolden, R., Jones, S., Davis, H., & Gentle, P. (2015). Developing and sustaining shared leadership in higher education

In recent years, concepts of shared and distributed leadership that view leadership ‘as a group quality, as a set of functions which must be carried out by the group’3 have emerged as popular alternatives to heroic and individual approaches. A shared... Read More about Developing and sustaining shared leadership in higher education.

Reframing, Realignment and Relationships - Interim evaluation of the first place-based programmes for Systems Leadership: Local Vision (2015)
Report
Bolden, R., Gulati, A., Ahmad, Y., Burgoyne, J., Chapman, N., Edwards, G., …Spirit, M. (2015). Reframing, Realignment and Relationships - Interim evaluation of the first place-based programmes for Systems Leadership: Local Vision

In Autumn 2014 Bristol Leadership Centre at the University of the West of England was commissioned to undertake evaluation of the Local Vision programme. The evaluation is designed in two phases. This interim report sets out our findings for Phase... Read More about Reframing, Realignment and Relationships - Interim evaluation of the first place-based programmes for Systems Leadership: Local Vision.

Ubuntu (2014)
Book Chapter
Bolden, R. (2014). Ubuntu. In D. Coghlan, & M. Brydon-Miller (Eds.), The SAGE Encyclopedia of Action ResearchSAGE

The concept of Ubuntu is an alternative to individualistic and utilitarian philosophies that tend to dominate in the West. It is a Zulu/Xhosa word, with parallels in many other African languages, which is most directly translated into English as ‘hu... Read More about Ubuntu.

Leadership and branding in business schools: A Bourdieusian analysis (2014)
Journal Article
Naidoo, R., Gosling, J., Bolden, R., O'Brien, A., & Hawkins, B. (2014). Leadership and branding in business schools: A Bourdieusian analysis. Higher Education Research and Development, 33(1), 144-156. https://doi.org/10.1080/07294360.2013.864612

This paper explores the growth of corporate branding in higher education (HE) and its use by academic and professional managers as a mechanism for not only enhancing institutional reputation but also for facilitating internal culture change. It uses... Read More about Leadership and branding in business schools: A Bourdieusian analysis.

Hybrid configurations of leadership in higher education employer engagement (2014)
Journal Article
Bolden, R., & Petrov, G. (2014). Hybrid configurations of leadership in higher education employer engagement. Journal of Higher Education Policy and Management, 36(4), 408-417. https://doi.org/10.1080/1360080X.2014.916465

Recent literature has emphasised the distributed nature of leadership in higher education and the multitude of actors and factors that contribute towards organisational outcomes. Gronn (2009, 2011) suggests, however, that rather than using such evide... Read More about Hybrid configurations of leadership in higher education employer engagement.

Citizens of the academic community? A societal perspective on leadership in UK higher education (2013)
Journal Article
Bolden, R., Gosling, J., & O'Brien, A. (2014). Citizens of the academic community? A societal perspective on leadership in UK higher education. Studies in Higher Education, 39(5), 754-770. https://doi.org/10.1080/03075079.2012.754855

This paper presents a societal perspective on academic leadership by exploring the preoccupations of academics as citizens rather than as employees, managers or individuals. It uses a listening post methodology to ask 'what is it like to be a citizen... Read More about Citizens of the academic community? A societal perspective on leadership in UK higher education.