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Professor Dorota Bourne

Professor of Leadership and Change Management

Head of Leadership Teaching Group
Departmental Director of Internal Teaching Support for Post-Experience Programmes
Programme Area Director for the Apprenticeship Levy in Management
Degree Apprenticeship Programme Director
Senior Fellow, UK HEA

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Specialisms

  • Personal Development, 
  • Leadership, 
  • Knowledge Transfer, 
  • Change Management, 
  • Coaching

Location

Henley Business School building room 226, Whiteknights campus

Professor Dorota Joanna Bourne is a Professor of Leadership and Change Management at Henley Business School.

Dorota holds a PhD in Management and a Senior Fellowship of the Higher Education Academy. She is also a certified Neuro-Linguistic Programming Master Coach and a member of the British Psychological Society's Occupational Psychology and Coaching Psychology divisions.

Her expertise lies in personal and leadership development, executive coaching and change management. She worked with businesses ranging from multinational corporations and public sector companies to private and not-for-profit organisations. She undertakes practice-oriented projects such as the creation of spin-off companies, implementation of organisational change programmes and leadership development programmes.

She works with senior business professionals as well as scholars in order to facilitate knowledge transfer between academia and practice. Her approach is underpinned by a belief that organisations should be built on shared values, where all individuals can truly belong and find their unique pathway to a personal and professional self-fulfilment.

Her work has won numerous research grants and has been published in various international journals and books. She has served on a board of the European Personal Construct Association and organised many conferences in her field. She acts as a reviewer for a number of academic journals, delivers programmes at all levels of academia and supervises and examines PhD students.

Reference: Dobosz, D. (2003) The repertory grid interview and laddering as complementary instruments for organisational culture analysis based on the ethnographic approach. In: Chiari, G. and Nuzzo, M. L. (eds.) Psychological contructivism and the social world. FrancoAngeli. ISBN 9788846448125
Henley faculty authors:
Professor Dorota Bourne
Reference: Balta, M., Valsecchi, R., Papadopoulos, T. and Bourne, D. J. (2021) Digitalization and co-creation of healthcare value: a case study in occupational health. Technological Forecasting and Social Change, 168. 120785. ISSN 00401625 doi: https://doi.org/10.1016/j.techfore.2021.120785
Henley faculty authors:
Professor Dorota Bourne
Reference: Dobosz, D. and Jankowicz, A. D. (2002) Knowledge transfer of the Western concept of ‘quality’. Human Resource Development International, 5 (3). pp. 353-367. ISSN 1469-8374 doi: https://doi.org/10.1080/13678860210143578
Henley faculty authors:
Professor Dorota Bourne
Reference: Bourne, D. and Jankowicz, D. (2003) How are meanings negotiated? Commonality, sociality, and the travel of ideas. In: Scheer, J. (ed.) Crossing Borders, Going Places. Giessen: Fischer-Verlag. ISBN 9783898062961
Henley faculty authors:
Professor Dorota Bourne
Reference: Dobosz-Bourne, D. and Jankowicz, D. (2006) Reframing resistance to change: experience from General Motors Poland. The International Journal of Human Resource Management, 17 (12). pp. 2021-2034. ISSN 1466-4399 doi: https://doi.org/10.1080/09585190600965431
Henley faculty authors:
Professor Dorota Bourne
Reference: Dobosz-Bourne, D. (2006) Reverse diffusion of quality: evidence from general motors UK and Poland. Journal for East European Management Studies, 11 (3). pp. 244-266. ISSN 1862-0019
Henley faculty authors:
Professor Dorota Bourne
Reference: Dobosz-Bourne, D. and Kostera, M. (2007) The quest for quality: translation of a mythical idea in a global corporation. Journal of Organisational Change Management, 20 (1). pp. 60-73. ISSN 0953-4814 doi: https://doi.org/10.1108/09534810710715289
Henley faculty authors:
Professor Dorota Bourne
Reference: Bourne, D. (2008) From managers to artists and priests: on transformation and development of organisational leaders. In: Kostera, M. (ed.) Organizational Olympians: heroes and heroines of organizational myths. Palgrave Macmillan, pp. 40-49. ISBN 9780230515710 doi: https://doi.org/10.1057/9780230583580_5
Henley faculty authors:
Professor Dorota Bourne
Reference: Bourne, D. (2008) Change management and explorations of organizational values with the repertory grid technique. In: Kostera, M. (ed.) New directions in organization theory and management. Wydawnictwa Akademickie i Profesjonalne, pp. 458-472.
Henley faculty authors:
Professor Dorota Bourne
Reference: Bourne, D. and Jankowicz, D. (2012) The repertory grid technique. In: Jemielniak, D. (ed.) Qualitative Research Methods. PWN.
Henley faculty authors:
Professor Dorota Bourne
Reference: Bourne, D. (2007) On image and identity in general motors Poland. In: Kostera, M. (ed.) Polish organizations: new system, new millennium, new Europe? Gdanskie Wydawnictwo Psychologiczne.
Henley faculty authors:
Professor Dorota Bourne
Reference: Bourne, D. , Aldossari, M. and Lewis, C. (2014) Would a rose by any other name still smell as sweet? The importance of authentic leadership in leadership development. In: European Academy of Management Conference, 4-7 June 2014, Valencia, Spain.
Henley faculty authors:
Professor Dorota Bourne
Reference: Bourne, D. and Ozbilgin, M. (2008) Strategies for combating gendered perceptions of careers. Career Development International, 13 (4). pp. 320-332. ISSN 1362-0436 doi: https://doi.org/10.1108/13620430810880817
Henley faculty authors:
Professor Dorota Bourne
Reference: Bourne, D. J. (2010) On identity reformation and local transition: a case from Poland. Journal of Organisational Change Management, 23 (6). pp. 710-730. ISSN 0953-4814 doi: https://doi.org/10.1108/09534811011084375
Henley faculty authors:
Professor Dorota Bourne
Reference: Bourne, D. (2012) The dream’s door: a case of MNC in Poland. Emerald Emerging Markets Case Studies, 2 (4). pp. 1-13. ISSN 2045-0621 doi: https://doi.org/10.1108/20450621211256247
Henley faculty authors:
Professor Dorota Bourne
Reference: Bourne, D. , Fijn van Draat, N. M. and Raja, J. Z. (2015) One step forward, and two steps back: women and career progression in academia during times of uncertainty. In: 15th European Academy of Management Annual Conference, 17-20 June 2015, Warsaw, Poland.
Henley faculty authors:
Professor Dorota Bourne
Reference: Aldossari, M. A. and Bourne, D. J. (2014) Nepotism and turnover intentions amongst knowledge workers in Saudi Arabia. In: Jemielniak, D. (ed.) The Laws of the Knowledge Workplace: Changing Roles and the Meaning of Work in Knowledge-Intensive Environments. Gower, pp. 25-34. ISBN 9781472423887
Henley faculty authors:
Professor Dorota Bourne
Reference: Raja, J. Z., Bourne, D. , Goffin, K., Cakkol, M. and Martinez, V. (2013) Achieving customer satisfaction through integrated products and services: an exploratory study. Journal of Product Innovation Management, 30 (6). pp. 1128-1144. ISSN 1540-5885 doi: https://doi.org/10.1111/jpim.12050
Henley faculty authors:
Professor Dorota Bourne

Personal Effectiveness 2: Leading and Coaching

This module is the second in a series of three to support student’s personal development. The module introduces students to leadership style and effectiveness and supports them in their development...

Module code: MQ2PEC

Personal effectiveness: Personal growth and change

This module explores how to achieve personal and professional growth in a complex, ambiguous and uncertain work context. Students will evaluate themselves in relation to stakeholder, customer and supplier management...

Module code: MQ3PGC

Negotiated Group Learning

This module prepares students for the final stages of the programme and the End-point assessment (EPA). By reviewing the learning from previous years against the apprenticeship standard and EPA portfolio...

Module code: MQM3AM14

Personal effectiveness: Leadership

Collaborative relationships are crucial in business particularly when problems are hard to define, unpredictable, changing, and where experience and knowledge of particular problems may not lead to the solution. This...

Module code: MQ2PEL

Personal effectiveness: Understanding myself and others

Informed heavily by coaching practice and theory, this module enables learners to gain a better understanding of themselves and their interactions with others. This helps them develop their professional presence...

Module code: MQ1UMO

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