Reitz, M. (2015) Dialogue in Organizations: Developing Relational Leadership. Palgrave Macmillan: London
Waller, L. and Reitz, M. (2015) 'The neuroscience of management development'. In Hind, P. (Ed) Management Development that Works, Libri Publishing Ltd
Waller, L. and Reitz, M. (2015) 'The art and craft of sticky learning'. In Hind, P. (Ed) Management Development that Works, Libri Publishing Ltd
Waller, L. & Reitz, M. (2015) Aanleren van leiderschapsvaardigheden de neurowetenschappelijke principles. Md 23(3), 14-19
Reitz, M. (205) Mindful while you work. Public Finance
Reitz, M. (2014) 'How does Martin Buber's concept of I-Thou dialogue inform the theory and practice of relational leadership? PhD thesis, Cranfield University.
Reitz, M. & Waller, L. (2014) Stress breeds success. Training Journal
Reitz, M., & Waller, L. (2014) The role of stress in developing leaders. HR Most Influential, 28 July
Waller, L., Reitz, M., Poole, E., and Muir, A. (2014) 'Feeling the pressure: The neuroscience of learning to lead', 360 - The Ashridge Journal
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Waller, L., Reitz, M., Poole, E., & Muir, A. (2014) . The neuroscience of leadership development: preparing through experience. An Ashridge Research Report, April.
Williams, C., Reitz, M., & Higgins, J. (2013). Is Leadership Changing? 360 - The Ashridge Journal, 35-36
A literature review of dialogue and relational leadership with a focus on the work of Martin Buber. An explanation of the chosen methodology; co-operative inquiry and some emerging themes from my work.
Reitz, M. (2012) Dialogue: Possible between leader and follower?, Leading Professionals Conference and Doctoral Masterclass, 19 - 20 April, CASS Business School, London, UK
This paper inquires into the meaning of dialogue and examines whether dialogue, specifically 'I - Thou' dialogue according to Martin Buber, is feasible between leader and follower given the traditional difference which exists in terms of power, status and role expectations.
Reitz, M. (2011) Dialogue; Possible between leader and follower?, International Studying Leadership Conference, 12 - 13 December, University of West England, Bristol, UK
As managers progress through their careers, they will experience occasions that prove to be critical in shaping them as a leader. In the Ashridge Future Leaders Experience, participants practise some of these critical events in order to be able to recognise and deal with them when they appear for real. Megan Reitz shows how simulations such as this accelerate the learning of a leader-in-waiting.
Reitz, M. (2009) Experiencing leadership, 360° The Ashridge Journal, Winter, pp. 10 - 13
Reitz, M. (2009) Developing Intuitive Awareness, in Megginson, D. & Clutterbuck, D. (eds.) Future Techniques for Coaching and Mentoring, Elsevier, Oxford
This paper examines ongoing research (Blass & Carr, 2006) exploring the development of future leaders using new and innovative approaches. Research asking experienced leaders about what they wish they had known 10 years ago is used to provide an insight into the critical incidents that shaped these leaders' careers. These critical incidents were used as the basis for an innovative leadership development programme for the improvement and development agency (IDeA) which is further examined in this paper.
Reitz, M., Carr, M. & Blass, E. (2007) Developing Leaders - Innovative Approaches for Local Government, The International Journal of Leadership in Public Services, Vol 3, Issue 4, December
How do leaders make contact with their followers at the deepest levels of being? The leader of the future will find that hierarchical power no longer moves people. In order to achieve the organisation’s objectives, relationships need to be rapidly formed and yet be sustainable over time. Based on Megan’s recent published research into empathic resonance and Albert’s ongoing work with morphic fields, this session examines new and deeper ways of connecting with people.
Reitz, M. & Zandvoort, A. (2007) Leading in the Present, Ashridge International Leadership Conference, Ashridge, 30 July - 1 August
Research suggests that some coaches experience moments of ‘empathic resonance’ in their coaching relationships. These profound peak experiences go way beyond ‘being on the same wavelength’ and can be a powerful and motivating force in a coaching relationship. The conference presentation included: a background to the facilitators’ heuristic and interview based research studies; a facilitated inquiry into participant peak experiences; an experiential exercise related to empathic resonance.
Reitz, M, (2007) An inquiry into peak experiences in a coaching relationship; encountering empathic resonance, EMCC (European Mentoring and Coaching Conference) , Ashridge, 3 - 4 April
An examination of the findings of recent research, conducted as part of the development of a new high-potential leadership development programme: what are some of the best ‘leadership lessons’; are there ‘critical incidents’ which can shape a leaders career; what does this mean for our understanding both of leadership and leadership development; what is our experience of developing future leaders in an innovative way?
Reitz, M. & Carr, M. (2007) What do you wish you had known 10 years ago: new thoughts in leadership development, Ashridge International Leadership Conference, 31 July - 1 August, Ashridge Business School, UK
As a leader, everything you do is a potential change intervention. Megan Reitz suggests how, by choosing to be truly present and connected to others in the moment, leaders can substantially improve the quality of the interventions they make.
Reitz, M. (2007) Leading in the moment, The Economist Intelligence Unit Executive Briefing Site,
As a leader, everything you do is a potential change intervention. Megan Reitz suggests how, by choosing to be truly present and connected to others in the movement, leaders can substantially inprove the quality of the interventions they make.
Reitz, M. (2007) Leading in the moment, 360° The Ashridge Journal, Spring, pp. 24 - 29