Change legitimacy
How leaders and consultants build, lose and repair trust during large-scale transformation.
Research
How do people and organisations live through change?
I study the visible structures of transformation—and the less visible questions of legitimacy, identity, relationships and well-being beneath them.
Google Scholar ↗Phenomenon driven research approach
I see research, teaching and executive work as parts of the same conversation. Organisational life raises important questions. Research lets me examine them carefully. I notice phenomenon and design research around the phenomenon. Teaching and executive engagement help translate the findings back into action.
I use both quantitative and qualitative methods—from structural equation and multilevel modelling to process research that follows how change unfolds over time.
Current themes
Four connected areas of inquiry
Human–AI work
How people respond to capable AI, reshape daily routines and turn intention into real behaviour.
CSR & employee attitudes
How authentic responsibility and fair processes can reduce cynicism and strengthen commitment.
Leadership & well-being
How supportive leadership helps frontline employees cope with pressure, mistreatment and emotional demands.
Research in the classroom
My research on well-being informs my Happiness and Leadership teaching. Work on legitimacy shapes how I teach change leadership. Research on AI adoption feeds directly into conversations about organisation design and future-ready leadership.
This keeps the classroom close to active scholarship—and keeps the scholarship close to the questions practitioners are asking now.
Read my articles →