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
Areas of Research / Professional Expertise
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.