Personal Details

Chris Kaushal-Bolland MBA, PGDip, PGCert, BA(Hons), ABNLP, MAUA

PROFESSIONAL PROFILE

Has interests in approaches to organisational change, the response to changing organisational cultures and how ‘ethical’ transformational leadership can bring about positive results.

As an NLP Master Practitioner has blended an inquisitive psychoanalytical perspective with a social constructivist ontology and interpretivist paradigm approach whilst undertaking doctoral research with a portfolio in transformational leadership and organisational culture.  This will culminate with a final doctoral thesis focusing on the rise of toxic leadership and the impact on follower-leader behaviour.

Professional background

Work Experience

2017 August - to date

University of Bradford

Faculty Business Manager - Faculty of Management & Law

Currently Business Manager for the Faculty of Management of Law at the University of Bradford with responsibility to support the Dean and the Senior Academic Leadership team to define the strategic direction and development of the Faculty.  Lead responsibility for Faculty operations and provide direction to a dynamic team to shape and deliver an effective, flexible and responsive service to support transformational change.

2012 November - 2017 July

University of Bradford

Programme Manager

Work with the Academic Registrar to provide leadership and management of complex transformation programmes including the development of delivery plans through the implementation of strategic goals with consideration for performance management and change management solutions;
Completed an in-flight review of student recruitment process leading to the successful implementation of a dedicated student-related CRM solution, providing personalised communications and the increase in student recruitment, retention, and attainment;
Undertaken review of academic curriculum policies and processes leading to the successful implementation of a dedicated and unified curriculum management solution, removing unnecessary user interaction;
Engagement with University Careers Team, Students Union and Student engagement representatives to improve the overall employability of students through in-programme placements and graduate employment;
Engagement with Research Management Team on the review of research grant submission processes and centralised research management processes and systems;
Introduced performance management frameworks and developed a change management culture;
Managed complex transformation projects resulting in new businesses, service improvements and cost efficiencies by removing redundant processes and unnecessary staffing resource;

2009 November - 2012 November

UK based

Freelance Consultant

Working across private and public sector organisations to bring about transformation change.

2005 March - 2009 November

NHS

Head of Programme Management Office

Responsible for the PMO function and delivery of strategic projects and programmes across a healthcare organisation to ensure benefits are delivered to patients.  Responsible for a department of 40 staff.

2001 December - 2005 March

NHS

Head of Information Management & Technology

Responsible for all aspects of IM&T across the organisation.

1996 November - 2001 December

NHS

Information Management & Technology Manager

1994 July - 1996 November

NHS

Business Analyst

Academic studies

Education

2014 July - 2019 July

University of Bradford

DBA

Doctorate of Business Administration (DBA) with an academic research portfolio of organisational culture, change management and transformational leadership (ethical & toxic).  The DBA programme brings together academic theories and concepts, with business and management practices allowing researchers to contribute to the research knowledge.

2008 September - 2010 May

University of Bradford, School of Management and Law

Executive MBA - Merit

Executive MBA – Merit

The Bradford ‘triple crown’ accreditations of Equis, AMBA and AACSB provided a contemporary and practical business management programme that provided the strategic, financial and people skills required to perform effectively at senior levels within management.  The MBA concluded with a management project entitled “The impact on Organisational Culture and Business Change: Implementing Inter-Organisational Electronic Health Systems in the NHS”

1999 September - 2000 May

University of Sunderland

PGCert Health Informatics

Postgraduate Certificate in Health Informatics

1998 October - 2000 May

Dr Suzi Strang & Associates

NLP Master Practitioner

Neuro Linguistic Programming – Master Practitioner
Specialising in advanced communication, personal development and psychotherapy.

1991 September - 1994 July

University of Sunderland

BA(Hons) Business Computing

Batchelor of Arts in Business Computing (2:1)

Academic Research

Publications

IT staff user perception of the development & Implementation of an IT Strategy in a UK Higher Education Institution

This study explores the user perception regarding the development and implementation of an IT Strategy in a UK University. The mixed-methods study used ethnography, semi-structured interviews and questionnaires to compare and contrast management perception and staff perception of their involvement and understanding of how the IT Strategy related to individual staff jobs.  The findings show that manager perception was that staff were consulted and advised throughout the development and implementation of the IT Strategy.  Whilst the operational staff were aware of the existence of an IT Strategy there was overwhelming evidence that they were not aware of the contents of the strategy or how this related to their jobs.

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The effect of opposing epistemological approaches in Management Research

This study considers two opposing epistemologies, namely positivism and post-modernism, within the field of management research.  The analysis of the application of both epistemological positions demonstrated that only part of the facts and knowledge can be gathered by the use of objective-based analysis alone.  However the use of qualitative-based research provides the ability to focus on participant-induced “sticky moments” (Riach, 2009) to provide richer interpretation of knowledge.

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An analysis of leadership styles and the effect on individual creativity within an IT Directorate of a Higher Education Institution

Transformational leadership is coming back into vogue, especially within Higher Education Institutions (HEI’s) who are experiencing major change due to political and economic factors.  Consequently HEI’s are seeking to employ the best people to provide a first-class education and experience to students.  This study considers the leadership style of managers within an IT Department and compares the views of subordinate creativity to motivate change.  The study finds that the subordinates are loyal to their managers but they agree that a change in leadership style is inevitable for the University to attract the high-quality students.  Consequently, a transformational leadership style is required to ensure IT is recognised at Board Level and used as an enabler for change.

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Quantitative Data Collection and Data Analysis

This research pilot study is a hypothetical review of a quantitative data collection and data analysis process.  It is proposed that the pilot research will take place within the Urgent and Emergency Care service with specific emphasis on the role of a pharmacist within Urgent and Emergency care at a time when winter pressure and demands on Accident & Emergency services are at breaking point…

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Critique of Management Research

The purpose of this paper is to undertake a critique of management research within the field of Transformational Leadership.  More specifically to provide some insight into the positive aspects of transformation leadership or to determine if transformational leadership should be treated with institution caution as a result of ‘a dark side’.  Four peer-reviewed academic papers were selected from different star-rated journals and conclusions for transformational leadership are drawn.

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The ‘darker side’ of Transformational Leadership: A Literature Review

The purpose of this paper is to put into practice the theoretical, conceptual and methodological issues through the process of undertaken a literature review.  The review has analysed a number of academic texts and research papers with a view to the identification of gaps and the contribution of new knowledge in the field of transformational leadership and the negative, unethical aspects of leader-follower behaviour.

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Pilot study into the institutional response to changing organisational cultures and the impact on managerial leadership

Research in progress…

Advanced studies in Management and Business Studies: Translating Research into Practice

Research in progress…

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