Clore Social Leadership and Henley Business School have announced details of an ambitious research project to inform future leadership models in the Social Sector.
Jointly funded with the support of The Big Lottery Fund, using National Lottery funding and building on a previous study of CEOs in the corporate sector that combined qualitative interviews with neuroscience, this new PhD scholarship will offer the opportunity to interview leading CEO’s and Board Members in the Social Sector about their experience of leadership and decision-making.
Clore Social Leadership will play a key role in providing access to social sector leaders and disseminating the findings. The aim the study will be threefold:
1. To conduct a much needed literature review of models of leadership and decision-making in the social sector.
2. To conduct qualitative interviews with social sector leaders to further inform leadership models and gain insights into the decision-making of these leaders.
3. To include the potential of a quantitative neuroscience based element to the research (most likely Electroencephalogram- EEG) to compare social sector leaders to those from the private sector (previous Henley study).
Activity: The study will begin with a literature review of existing models of leadership and decision-making in the social sector. It could also include interviews with sector experts to ascertain views about the future leadership needs of the sector. It would be expected that in this time the PhD student could spend between 2 and 4 days a month at the Clore Social office, to ensure that Clore Social are updated and to conduct expert interviews.
Activity: The second year is likely to involve the qualitative and quantitative research with leaders from the social sector. This would include interviews with social sector leaders (n= 25 to 30). It can also offer the potential for a complimentary quantitative neuroscience study (most likely decision-making tasks with EEG) with the same leaders. Clore Social Leadership would play a key role in recruiting leaders for the study. In this time the PhD student would spend most of their time at Henley and Reading campuses.
Activity: This would involve writing up of the study. In this time the PhD student could spend 2-4 days a month at the Clore Social Office.
Studentships cover both fees and maintenance costs and are available to all applicants, with no restrictions on nationality.The schorlarship covers the payement of fees and stipend payable is £15,000 per year. Applicants interested in appyling can do so here.
General: Applicants should have a passion for the Social Sector and Leadership. They should also have the social and research skills to conduct interviews with Social Sector leaders. They will based in Reading, but should willing to travel to London to spend some time with the Clore Social Leadership Team (travel budget will be provided). The successful candidate would be asked to share findings in an on-going manner with Clore Social stakeholders, including speaking at conferences and contributing to blog activities.
Academic: Applicants should normally possess at least a first degree (normally of an upper second class honours standard or above), or equivalent. Schools in the Faculty of Arts, Humanities & Social Sciences and in Henley Business School normally require a Master’s degree in addition to a first degree. A degree in psychology or related discipline would be desirable. Experience of EEG would be useful, but is not essential.
Language: Applicants whose first language is not English should normally have attained a score of at least 7 on the IELTS (International English Language Testing System), or equivalent, test. A few Schools will accept students who have attained a level of 6.5. The Dean of Postgraduate Research Studies can approve the admission of students with a lower mark if there is other evidence of appropriate English.
Building on a previous study of CEOs in the corporate sector, that combined qualitative interviews with neuroscience, this new PHD scholarship will focus on leaders in the Social Sector to inform future leadership models.