Jane Hodgson

BSc(Econ), MSc

Jane is an Ashridge Associate specialising in leadership coaching and facilitating groups and teams, as well as working with individuals, teams of organisations facing significant challenges or transition. She has worked internationally in leadership development for more than 20 years with a wide variety of organisations and industries including large multinational, local government, the civil service and the voluntary sector. A significant part of Jane's recent work is leadership and executive coaching; her coaching assignments with senior managers have included helping them to think through significant organisational and or personal change, or develop their leadership and interpersonal skills at every level to CEO.

Jane has worked with several organisations in the process of cultural and organisational change and facilitates teams exploring how to work together more effectively in merging or changing environments. Her clients include global manufacturing and service organisations and NGOs.

Jane has worked with several organisations in the process of cultural and organisational change and facilitates teams exploring how to work together more effectively in merging or changing environments. Her clients include global manufacturing and service organisations and NGOs.

Association of Conflict Resolution

Jane Hodgson

Publications

Reflective Leadership

Hollingsworth, J. & Hodgson, J. (2005) Reflective Leadership, Research Report, Centre for Excellence in Leadership, June.

The Context of Leadership and Leadership in Context

Briner, W. & Hodgson, J. (2005) The Context of Leadership and Leadership in Context, Centre for Excellence in Leadership Research Conference, July.

The Context of Leadership and Leadership in Context - 2005

Briner, W. & Hodgson, J. (2005) The Context of Leadership and Leadership in Context, Ashridge Report.

Establishing a Learning Network of Leadership Coaches: A Patchwork Process

Wendy Briner and Jane Hodgson discuss an innovative approach to leadership coaching.

Briner, W. & Hodgson, J. (2003) Establishing a Learning Network of Leadership Coaches: A Patchwork Process, European Mentoring & Coaching Conference 2003, Ashridge Management College, November.

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Leaders in Context

How do you become the best leader you can be within your particular context? How can a leadership development process help you? What enables you to put your learning about leadership into practice? These are some of the questions Wendy Briner and Jane Hodgson put to participants from the Ashridge Leadership Process (ALP) one year after the workshop.

Briner, W. & Hodgson, J. (2002) Leaders in Context, Directions - The Ashridge Journal, Spring.

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Ashridge Leadership Process: What Difference Does It Make?

Horan, G. Briner, W. & Hodgson, J. (2001) Ashridge Leadership Process: What Difference Does It Make?, Ashridge Research

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Thinking on Your Feet in Negotiations

Thinking on Your Feet in Negotiations introduces the latest techniques to help develop your negotiation skills. Readers are shown how to come up with creative solutions to situations that require a quick response. It gives practical advice on how to deal with conflicts, as well as techniques, tips & tricks for winning negotiations.

Hodgson, J. (1994) Thinking on Your Feet in Negotiations, Pitman

Effective Meetings

Hodgson, P. & Hodgson, J. (1992) Effective Meetings, Century Business Sunday Times, London