UoL

Dr Brian William Howieson

Dr Brian William Howieson

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About Dr Brian William Howieson

Professor of Leadership
Vice Rector of Research and International Affairs & School’s Acting Dean Business School

 
EXPERTISE
Leadership; Role and Purpose of Business Schools; Human Resources/Organisational Behaviour/Strategy.
SHORT BIO
Brian is Vice Rector (Research and International Affairs), Interim Dean, CIIM Business School and Professor of Leadership.  His research covers the broad spectrum of leadership including its history to the current state of the field ― in detail, he is extremely interested in developing models of leadership, particularly in the areas of mission leadership and empowerment.  In line with his extensive practitioner background, he is extremely interested in executive education, praxis and public engagement.  He is a co-author in the (2023) Chartered Association of Business Schools (CABS) White Paper The Future is now:  Redefining Executive Education for Turbulent Times.  A provocation paper on the future of executive education.

Personal Information

  • Name Brian William Howieson
  • Address Nicosia Campus: 21 Glafkou Clerides Avenue, 2107 Aglantzia Nicosia, Cyprus
  • Email wbhowieson@uol.ac.cy
  • Phone +357 22340384

Teaching

I enjoy educating very much ― in fact, I am probably at my happiest in the classroom environment.  I have now been teaching for almost 30 years.  I started teaching at The Royal Air Force College Cranwell in 1995 as a flying instructor. This instruction was in the classroom, simulator and onto the airborne environment at the high-, medium- and low-levels (200 feet above sea level).[1]

My academic teaching philosophy is influenced heavily by the work of Paulo Freire. In detail, Freire offers that the purpose of education should be human liberation so that learners can be subjects and actors in their own lives and in society.  Education, then, should have ― as one of its main tasks ― to invite people to believe in themselves.  Following Freire, I try and promote (and advocate) a dialogue approach in which everyone participates as equals and co-learners to create social knowledge.  My goal of this ‘group dialogue’ is criticality of thought. 

In addition, and as FME Fellow, I have 37 years’ professional experience that I bring into the classroom.  This, I judge, gives me significant credibility in the business school/school of management arena.  As an FME Fellow, I consider that this is a key strength: I consider that I can offer practical thought, guidance and experience to complement theory and policy.  With this experience, I ‘gravitate’ to postgraduate students, post-experience professionals and senior executives.

To date, and out with my primary employ, I have been invited to teach for: The University of Aberdeen (MSc, MBA and EMBA (Aberdeen, London and Qatar)); St Andrews University (MLitt (MN5511 Leadership in Organisations)); The University of Durham (Global MBA); and the Royal College of Physicians and Surgeons of Glasgow.  I was invited to design the Royal College of Physicians and Surgeons of Glasgow Advanced Certificate in Clinical Education (see: https://community.rcpsg.ac.uk/event/view/royal-college-advanced-certificate-clinical-education-27-mar-24) and bespoke courses on Leadership and Human Factors. In light of this, I am a Principal College Clinical Educator

I also have extensive experience in private sector teaching with such organisations as HC Skills International (see: http://healthcareskills.com/), Scottish and Southern Energy and Leading Figures (see: http://www.leadingfigures.com/).

I receive many testimonials for my teaching from a variety of audiences.  For example, in 2015, I was awarded the prize of Most Inspirational Teacher of Postgraduates pan-UoD.  In 2016, I was Runner Up in the same category.  At Stirling: I was nominated in two categories: ‘Excellence in teaching in Stirling Management School’ and ‘Best Tutor Award.’

In terms of ‘reach’, I have taught and presented in North America, the Americas, Europe, Africa, the Middle East and Asia ― mostly at the postgraduate/post experience/executive education-level.  Again, I have received many testimonials for the quality of my work and delivery.

External Examination Duties

  • 2018 ― to date: External Examiner at The Defence Academy of the United Kingdom/Cranfield University (MScs in Defence Leadership and (East Africa) Security Management).    Invited to extend to 2024.
  • 2014 ― 2018: External Examiner at Robert Gordon University (MSc Programmes in Professional Practice).
  • 2010 ― 2014: External Examiner at Plymouth University/Greenwich School of Management (Executive MBA programme and the MSc programme in Leadership and Management in Healthcare).

Subject Review Panels/External Reviewer

  • Defence Academy of the United Kingdom at Cranfield: MSc, Pg Dip, PgCert in Leadership and Security (2018).
  • Durham University Business School (2015 ― 2017): Revised full-time MBA (2015); and Revised on-line MBA (2016).
  • Greenwich School of Management: Full-time MBA (2014).

[1] I am a Royal Air Force Central Flying School (CFS) Advanced Instructor (A2 CFS).  This award was made for my instructional ability in the classroom, simulator and said airborne environment.

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Research & Scholarship

Authored Books

  1. Howieson, W. B. (2022).  The Rangers Football Club: A descent into chaos, a resultant chaos and an emergence from chaos.  Publish Nation/Amazon.
  2. Howieson, W. B. (2019).  Leadership: The Current State of Play.  Bingley:  Emerald Group Publishing Limited.
  3. B., and Hodges, J. (2016). Public and Third Sector Leadership:  Experience Speaks (2nd Edition).  Bingley:  Emerald Group Publishing Limited.
  4. Howieson, W. B., and Hodges, J. (2014).  Public and Third Sector Leadership:  Experience Speaks.  Bingley:  Emerald Group Publishing Limited.

Chapters in Books

  1. Walsh, M. P., & Howieson, W. B. (2023).  EU-ASEAN Relations – A Health Systems.  Forthcoming in Edited book for Paddy Ashdown Foundation (full details to follow).  Edited book for Paddy Ashdown Forum (book details to be finalised).
  2. Howieson, W. B., & Robson. I. (2023).  The Business School in Ruins:  Navigating the Multi-Stakeholder Landscape of Contemporary Management Scholarship. In A. Örtenblad and R. Koris (Eds).  Debating Business School Legitimacy.  Palgrave Book Series:  Palgrave Debates in Business and Management.  London:  Palgrave Macmillan Cham. 
  3. Howieson, W. B. (2023).  Mission Leadership and Empowerment.  In R. T. By and B. Burnes. (Eds). Organizational Change, Leadership and Ethics. Abingdon: Routledge. 
  4. Howieson, W. B., & Grant, K. (2022). Leadership and Talent Development in a VUCA World.  In P. Holland, T. Batram, T. Garavan and K. Grant (Eds).  Handbook of Work, Workplaces and Disruptive Issues in HRM.  Bingley:  Emerald Group Publishing Limited.
  5. Morrow, S. and Howieson, B. (2022). Contemporary football management education in Scotland: legacy, learning and leading. In T. Leeder (Ed). Coach education in football: Contemporary issues and global perspectives (pp. 31-42). Abingdon: Routledge.
  6. Howieson, W. B., and Crayford, M. (2006).  Changing Mindsets to Achieve Effect: the ASACS Dimension. In J. Jupp, K. Grint K (Ed).  Air Force Leadership: Beyond Command?  The Royal Air Force Leadership Centre.
  7. Howieson, W. B., and Kahn, H. (2003). The changing macro-environment (1979 – 2001): The implications for the recruitment of graduates into the British Armed Forces in R. Homes (Ed). Managing Defence in Uncertain Times.  Cranfield Defence Management: Frank Class Publishers.
  8. Kahn, H., and Howieson, W. B. (2002). Can Leadership be Taught – and if so, how? In P.W. Gray and S. Cox (Eds). Air Power Leadership: Theory and Practice. Norwich: HMSO.
  9. Howieson, W. B., and Kahn, H. (2002). Leadership, Management and Command: The Officers’ Trinity in P. W. Gray (Ed). Air Power Leadership: Theory and Practice.  Norwich: HMSO.

Refereed Journal Articles

  1. Howieson, W. B., Bushfield, S., and Martin, G. (2023). Leadership identity construction in a hybrid medical context in NHS Scotland: ‘claimed’ but not ‘granted’. European Management Journal.  https://doi.org/10.1016/j.emj.2023.04.012. [External Review: ‘strong’ 3*]
  2. Martin, G., Bushfield, S., Siebert, S., and Howieson, W. B. (2020).  Changing Logics in Healthcare and Their Effects on the Identity Motives and Identity Work of Doctors.  Organizational Studies.  42( 9): 1477 – 1499.  https://doi.org/10.1177/0170840619895871.
  3. Howieson, W. B., Burnes, B., and Summers, J. C.  (2019).  Organisational leadership and/for sustainability: Future directions from John Dewey and social movements.  European Management Journal.  37 (6): 687-693.  https://doi.org/10.1016/j.emj.2019.02.003.
  4. Howieson, W. B., and Cloke, D. (2019).  The hidden curriculum and its implications for surgical specialties.  The Bulletin.  The Royal College of Surgeons of England.  101 (7): 282-284.  https://doi.org/10.1308/rcsbull.2019.282.
  5. Howieson, W. B., and Morrow, S. (2018).  Learning to be a professional football manager:  A Bourdieusian Perspective.  Managing Sport and Leisure. https://doi.org/10.1080/23750472.2018.1452629.
  6. Siebert, S., Bushfield, S., Martin, G., and Howieson, W.B. (2018). Eroding respectability: Deprofessionalization through organizational spaces. Work, Employment and Society. 32(2): 330-347. https://doi.org/10.1177/0950017017726948.
  7. Hodges, J., and Howieson, W. B. (2017). The challenges of leadership in the third sector.  European Management Journal.  35 (1):  69-77. https://doi.org/10.1016/j.emj.2016.12.006.
  8. Howieson, W. B. (2016). The mutuality metaphor: understanding healthcare provision in NHS Scotland. Journal of Health Organization and Management. 30 (4): 666 – 671. https://doi.org/10.1108/jhom-07-2015-0100.
  9. Howieson, W. B. (2015). Mutuality in the provision of Scottish healthcare.  Scottish Medical Journal.   60 (4): 228-32. https://doi.org/10.1177/0036933015613670. 
  10. Howieson, W. B., and Fenwick, C. (2014). A mutual health service in Scotland: Do we understand fully the leadership implications. Leadership in Health Services. 27 (3): 193 – 203. https://doi.org/10.1108/LHS-12-2012-0040.
  11. Morrow, S., and Howieson, B. (2014). The New Business of Football: A Study of Current and Aspirant Football Club Managers.  Journal of Sport Management.  28 (5): 515-528. http://dx.doi.org/10.1123/jsm.2013-0134.
  12. Howieson, W. B. (2013). Crisis averted versus crisis created: can social construction explain the leadership style of Barrack Obama during the BP Deepwater Horizon crisis?  Business Leadership Review. 10 (2): 7-15.
  13. Howieson, W. B. (2013). Mission Command: A Leadership Philosophy for the NHS?   International Journal of Clinical Leadership. 17 (4): 217-25.
  14. Howieson, W.B., Sugden, R., and Walsh, M.P. (2013). Mutuality in Scottish healthcare:  leading for public good.   9 (2): 162-179. https://doi.org/10.1177/1742715013475563.
  15. Howieson, W.B. (2013). Mutuality, Empowerment, and the Health-Wealth Model:  The Scottish Context.  Healthcare Analysis. 21 (2): 71-84. https://doi.org/10.1007/s10728-011-0190-z.
  16. Beattie, M., and Howieson W. B. (2012). Do the Institute of Medicine’s dimensions of quality capture the current meaning of quality in healthcare? ― An integrative review.   Journal of Research in Nursing. 18 (4):  288-304. http://dx.doi.org/10.1177/1744987112440568.
  17. Howieson, W. B., and Thiagarajah, T. (2011). What is Clinical Leadership?   A Journal-based Meta Review.  International Journal of Clinical Leadership. 17 (1): 7-18.
  18. Howieson, W. B. (2010). An evaluation of training in workforce planning for Allied Health Professionals:  A Case Study.  Training and Management Development Methods. 24 (2):  13-2.24.
  19. Howieson, W. B. (2010). The Leadership Behaviours of Senior Engineering Officers in the Royal Air Force.  Defence and Security Analysis. 26 (1): 99-106.
  20. Howieson, W. B., and Kahn, H. (2004). The attitudes of undergraduates to a career in HM Forces.  Defence and Security Analysis. 20 (3): 289-293.

Projects

Currently under contract with Routledge to write Understanding Leadership in Theory and Practice: Developing the Reflective Leader.

This text is for the postexperience/executive/practitioner market and will be published in Spring 2027.

 

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