Kevin Flinn is Head of Leadership and Organisational Development at the University of Hertfordshire, UK, a Visiting Lecturer at Hertfordshire Business School, an Associate with the Leadership Foundation for Higher Education and an Associate Member of the Institute of Group Analysis.

In his book, Leadership Development: A Complexity Approach, Kevin Flinn 'shows the gentle but critical ways in which he encourages a deep reflexivity in the participants on his programmes. The book models the generative tension between, on the one hand, accepting that leadership development programmes are here to stay, but on the other hand pointing out that they may then become vehicles for inquiring purposefully into the experience of trying to get things done together. It is an exemplar of the critical open-mindedness which he is encouraging in the participants on his leadership programmes. For these reasons this is an important book for anyone put in charge of such development programmes, for managers who undergo leadership development, as well as for researchers interested theoretically and practically in what we can do to make leadership development more critical.'

Professor Chris Mowles - Director of the Doctorate in Management (DMan) programme at Hertfordshire Business School
Education
Doctorate in Management, University of Hertfordshire, 2011
MSc, Managerial Psychology, UMIST, 2001
BA (Hons), Humanities, Manchester Met, 1988
Areas of Research / Professional Expertise
For the best part of two decades, Kevin has specialised in developing the effectiveness of individuals and teams across private, charitable, and public sector organisations in the UK and overseas. As a member of the Managing Complex Change Research Group, at the University of Hertfordshire, Kevin brings a very different perspective to leadership and organisation development than that found in the mainstream.

Kevin’s practice is underpinned by a career-long study of management, an interest that was initially sparked by his desire to make sense of what he was being asked to do as a young manager in the financial services industry. This research interest broadened to include management development as he was enticed into the first of several development roles. And it deepened with his doctoral research exploring how to go about developing in leaders the capacities for sense- making, reflexivity, and practical judgement. Kevin’s current research interests include the use of reflective practice, coaching, and conversation in leadership development interventions.