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Leading to achieve social change: An interview with Ruth Hunt, former Chief Executive Officer of Stonewall (2020)
Journal Article
Bolden, R., Williams, R., & O’Regan, N. (in press). Leading to achieve social change: An interview with Ruth Hunt, former Chief Executive Officer of Stonewall. Journal of Management Inquiry, https://doi.org/10.1177/1056492620935192

In this interview Ruth Hunt, former CEO of the lesbian, gay, bi and trans equality charity Stonewall and now crossbench peer at the House of Lords, discusses her approach to leadership for social change. She considers the changing context of LGBT rig... Read More about Leading to achieve social change: An interview with Ruth Hunt, former Chief Executive Officer of Stonewall.

The fall of Edward Colston and the rise of inclusive place-based leadership (2020)
Digital Artefact
Bolden, R. (2020). The fall of Edward Colston and the rise of inclusive place-based leadership. [Blog post]

The killing of George Floyd by a police officer in Minneapolis, USA triggered a wave of protests about racial inequality across the world. In Bristol, UK, it led to the toppling of the statue of Edward Colston, a 17th-century slave trader. The respon... Read More about The fall of Edward Colston and the rise of inclusive place-based leadership.

Leadership, complexity and change: Learning from the COVID-19 pandemic (2020)
Digital Artefact
Bolden, R. (in press). Leadership, complexity and change: Learning from the COVID-19 pandemic

The rise of populism in the last few years has led to a "them vs us" worldview. COVID-19 seems to have reset the dial on this – fostering calls of compassion, solidarity, and collective action. What are the lessons we can take from this and how will... Read More about Leadership, complexity and change: Learning from the COVID-19 pandemic.

Hybridity in higher education: Implications for leadership and management practice (2020)
Book Chapter
Winter, R., & Bolden, R. (2020). Hybridity in higher education: Implications for leadership and management practice. In C. Rochester, & D. Billis (Eds.), Handbook on Hybrid Organizations (169-185). Edward Elgar Publishing

Our chapter critically explores the nature of hybridity in higher education institutions (HEI) and the implications for leadership practice. We define hybridity as a boundary condition in HEI whereby competing values and diverse institutional logics... Read More about Hybridity in higher education: Implications for leadership and management practice.

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 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.

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.

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.


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