Philip Hodgson

BSc, MSc, MCIPD, CPsychol, FRSA

Now an Ashridge Associate, Phil was a full time member of faculty for 21 years, during which time he was Director of Leadership Programmes, co-director of the Action Learning for Chief Executives Programme and a founder of the Executive Coaching Service.

Phil has conducted individual and organisational development activities in more than 20 countries, focusing particularly on coaching chief executives and top executive teams.

Phil has conducted individual and organisational development activities in more than 20 countries, focusing particularly on coaching chief executives and top executive teams.

Member, Chartered Institute Personnel and Development (CIPD) CPsychol Chartered Psychologist, British Psychological Society Fellow of the Royal Society for the encouragement of Arts, Manufactures & Commerce (FRSA) Member, International Foundation for Action Learning (IFAL)

Philip Hodgson

Publications

The Myths and Thoughts behind Sports Management

Hodgson, P. & Neal, J. (2008) The Myths and Thoughts behind Sports Management, PKUBR, Magazine from Guanghua school of management, Peking University, China

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Insearch of European Leadership

Hodgson, P. (2007) Insearch of European Leadership, European Business Forum, Issue 30, pp. 34 - 39, October

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The Search for a European Leadership Model

Hodgson, P. (2007) The Search for a European Leadership Model, Ashridge report, April

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European Leadership

Hodgson, P. (2007) European Leadership, Presentation at Foundation for European Leadership special meeting, Amsterdam, April

The European Research on Leadership: Who Knows About it?

Hodgson, P. (2006) The European Research on Leadership: Who Knows About it?, 4th International Conference on European Leadership Trends and Success Stories, Bled, June

Research on Leadership: Facts & Trends in Europe

Hodgson, P. (2006) Research on Leadership: Facts & Trends in Europe, The European Leadership Centre's 4th International Conference, Bled, 1 and 2 June, Panel facilitated by Gosling, J., Hodgson, P. and van Lent, D.

Keynote Leadership Presentation

Hodgson, P. (2005) Keynote Leadership Presentation, London, February.

Quest for the European Leader

At the end of 2004, Phil Hodgson convened a round table at Ashridge during which an international group of thought leaders explored the concept of whether a European Leadership Model exists. This report records how their thoughts began to unfold.

Hodgson, P. & May, P. (2005) Quest for the European Leader, 360° The Ashridge Journal, Spring, pp. 14 - 20

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Working Where the Buck Stops

Phil Hodgson recently led a team to research top leaders. The team's report was published by Ashridge in February 2004 and continues to attract a great deal of interest. It tells us not only what the team's main findings were, but also how they went about discovering new insights in one of the most pressured areas of organisational leadership.

Hodgson, P. (2004) Working Where the Buck Stops, 360° The Ashridge Journal, Autumn, pp. 16 - 22

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Welcome to the Real World

Phil Hodgson led a team of researchers from Ashridge to investigate what people actually did when they moved into a top job (CEO, MD, President). The report, called 'Top Leader Journey', identified a world where having competencies was merely the entry ticket. Effective leaders needed to be flexible and able to learn from all situations. Eight perspectives, such as the leader’s credibility, and the significance of the top team are re-evaluated in this post-Enron, post-heroic leader research.

Hodgson, P. (2004) Welcome to the Real World, in Crainer, S. & Dearlove, D. (eds) FT Handbook of Management, 3rd edition, Financial Times Prentice Hall.

Leadership Roles & Role Models

Phil Hodgson and Randall White review how leadership has been understood over the past five decades and offer three broad ways to describe the ways leaders approach the world. Drawing on their research into leaders coping with uncertainty and ambiguity and including possible role models from outside the business community, they offer eight future personal ‘enablers’ which will help leaders be more effective when facing ambiguity and uncertainty.

Hodgson, P. & White, R. (2004) Leadership Roles & Role Models, in Crainer, S. & Dearlove, D. (eds) FT Handbook of Management, 3rd edition, Financial Times Prentice Hall.

The Top Leader Journey Research: How Do People Learn and Grow into Top Jobs and Emerge as Effective Leaders?

Hodgson, P., Briner, W. & Hollingsworth, J. (2004) The Top Leader Journey Research: How Do People Learn And Grow Into Top Jobs And Emerge As Effective Leaders?, Ashridge Research, February.

Top Leader Journey - 2004, March

Hodgson, P. (2004) Top Leader Journey, Ashridge Leadership Briefing, March.

Leadership Development Panel

Hodgson, P. (2004) Leadership Development Panel, Hewitt / Pearson, June.

Top Leader Journey - 2004, October

Hodgson, P. (2004) Top Leader Journey, Merryck HR Forum, October

Top Leader Journey - 2004, November

Hodgson, P. (2004) Top Leader Journey, Leadership Trust, November.

Top Leader Journey

Hodgson, P. (2004) Top Leader Journey, European Business Forum, November.

Top Leader Journey - 2003

Hodgson, P., Briner, W. & Hollingsworth, J. (2003) Top Leader Journey, Ashridge Leadership Conference, August.

Going for Gold: People and Sport in Business

Can the high-performance skills found in sport be transferred to the boardroom? Only with a strategic, analytical approach say Phil Hodgson and John Neal.

Neal, J. & Hodgson, P. (2003) Going for Gold: People and Sport in Business, People Management, p. 32, January

Thinking Again

Children are innovative, imaginative and inspirational, but they need not hold a monopoly on these characteristics.Tony Cram and Phil Hodgson advise on how we can rediscover the child within.

Cram, T. & Hodgson, P. (2003) Thinking Again, Innovations, pp. 2 - 3

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What Can Your Customers Do For You?

In troubled times, your customers might be your best source of inspiration and practical help.Tony Cram and Phil Hodgson engage in some doubletalk with consumers.

Cram, T. & Hodgson, P. (2003) What Can Your Customers Do For You?, Directions - The Ashridge Journal, Summer, pp. 2 - 3

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Sounds From The Future

Are our ears the next commercial frontier? Tony Cram and Phil Hodgson contemplate a cacophony of sounds from the commercial future.

Cram, T. & Hodgson, P. (2003) Sounds From The Future, Directions - The Ashridge Journal

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Facing the Unknown: What Are Leaders For if Not to Manage Uncertainty?

In the crucible of leadership, nothing squeezes a leader more than uncertainty. Meeting the challenge, these authors write, requires the courage to act like a leader, the courage that will enable a real leader to overcome a fear of failure.

Hodgson, P. & White, R. (2003) Facing the Unknown: What Are Leaders For if Not to Manage Uncertainty?, Ivey Business Journal, January + online.

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Leadership, Learning, Ambiguity and Uncertainty and Their Significance to Dynamic Organisations

Hodgson, P. & White, R. (2003) Leadership, Learning, Ambiguity and Uncertainty and Their Significance to Dynamic Organisations, in Peterson, R. & Mannix, E. (eds) Leading and Managing People in the Dynamic Organisation, New Jersey: Lawrence Erlbaum.

The Newest Leadership Skills

Hodgson, P. & White, R. (2003) The Newest Leadership Skills, in Goldsmith, M., Govindarajan, V. et al (eds) The Many Facets of Leadership, New Jersey, USA: FT Prentice Hall.

The Real Lessons from Sport

In the business world sporting metaphors and inspirations abound. Phil Hodgson and John Neal cut through the profusion in search of profundity and ask what are the real business lessons offered by sport?

Hodgson, P. & Neal, J. (2002) The Real Lessons from Sport, Directions - The Ashridge Journal, pp. 18 - 22, Summer

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Forward to Basics

Glamorous, media-friendly leadership has had its day. No longer do CEOs seek out the most eye-catching swathe to cut through the corporate jungle. Instead, they are building the future around the business fundamentals. Tony Cram and Phil Hodgson look forward to the basics.

Cram, T. & Hodgson, P. (2002) Forward to Basics, Directions - The Ashridge Journal, Winter

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The Triangulation Perspective

From Antarctica to Tracy Emin by way of non-executive directors, Tony Cram and Phil Hodgson roam far and wide in search of a triangulation point for business.

Hodgson, P. & Cram, T. (2002) The Triangulation Perspective, Directions - The Ashridge Journal, Summer

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Thinking the Unthinkable

If we think the unthinkable all sorts of things may become possible. Tony Cram and Phil Hodgson surround themselves with a positive glow.

Hodgson, P. & Cram, T. (2002) Thinking the Unthinkable, Directions - The Ashridge Journal, Spring

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Modus Operandi – The Strategy Behind Managing Like Sven-Goran Erikkson and Jack Welch

Hodgson, P., Horan, G. & Pegg, M. (2001) Modus Operandi – The Strategy Behind Managing Like Sven-Goran Erikkson and Jack Welch, Sunday Business, September

The Effective Leader

Hodgson, P. & White, R. (2001) The Effective Leader, Human Resources (Hong Kong), August

Leadership - The Ne(x)t Generation

Hodgson, P. & White, R. (2001) Leadership - The Ne(x)t Generation, Directions - The Ashridge Journal, Summer

Comparing Jack Welch's and Sven-Goran Erikkson's Leadership

Pegg, M. Hodgson, P. & Horan, G. (2001) Comparing Jack Welch's and Sven-Goran Erikkson's Leadership, Sunday Business, September

The Cinnamon Stick Blues

As bad news and grim predictions lurk on every corporate corner, Doubletalk contemplates what it takes to convert negativity into a positive force.

Hodgson, P. & Cram, T. (2001) The Cinnamon Stick Blues, Directions - The Ashridge Journal, pp. 2 - 3, Winter

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Act Global, Talk Local

Revolutions are underway everywhere you look in the business world. We are all revolutionaries now. Doubletalk sets aside revolutionary zeal to bridge the global-local conundrum.

Cram, T. & Hodgson, P. (2001) Act Global, Talk Local, Directions - The Ashridge Journal, pp. 2 - 3, Summer

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All Fish and Mirrors

Lost and confused? Doubletalk suggests that asking fundamental questions and seeking out different perspectives is more useful than carrying on regardless.

Hodgson, P. & Cram, T. (2001) All Fish and Mirrors, Directions - The Ashridge Journal, pp. 2 - 3, Spring

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Leadership Role Models - 2001

Hodgson, P. & White, R. (2001) Leadership Role Models, chapter in FT Handbook of Management, 2nd Edition, Crainer S & Dearlove D (eds) Financial Times Prentice Hall, October

Leadership and the Global Organisation

Hodgson, P and White, R. (2001) Leadership and the Global Organisation, chapter in Globalisation, the internal dynamic, (eds) Kirkbride, P. & Ward, K. Wiley, Sussex

Making Change Work

Wille, E. & Hodgson, P. (2001) Making Change Work (2nd paperback edition) Management Books, London

Relax It’s Only Uncertainty - 2001

Hodgson, P. & White, R. (2001) Relax It’s Only Uncertainty, FT Prentice Hall, May

Relax It's Only Uncertainty

Hodgson, P. (2001) Relax It's Only Uncertainty, Ashridge Leadership Conference, August

Leadership, Learning, Ambiguity and Uncertainty: Their Significance to Dynamic Organisations - 2001

Hodgson, P. (2001) Leadership, Learning, Ambiguity and Uncertainty: Their Significance to Dynamic Organisations, Johnson Business School, Cornell, NY, USA, March

Learning Organisation

Explains the key elements of a learning organisation and what the benefits are of running a company as one. Gives some case study examples of organisations and how they took the first steps. Also looks at the problems, costs and risks involved. Activities include an assessment of your own organisation.

Hodgson, P. (2001) Learning Organisation, Ashridge Learning Resource Centre Learning Guides, August

Leadership - 2000

Hodgson, P. & White, R. (2000) Leadership, Institute for Professional Development Conference, London, April

Beyond the Bland Leading the Bland

Hodgson, P. & Cram, T. (2000) Beyond the Bland Leading the Bland, Directions - The Ashridge Journal, Summer

More Questions Than Answers

Cram, T. & Hodgson, P. (2000) More Questions Than Answers, Directions - The Ashridge Journal, Winter

Different Frames for Different Games

Hodgson, P. White, R. (1999) Different Frames for Different Games, Financial Woman, November

Can You Teach Leadership?

Hodgson, P. (1998) Can You Teach Leadership? Major General JF Deverill, Liz Forgan, Adrian Moorhouse, Royal Society of Arts lecture, London, 9 March

Leadership…Who gives a damn?

Hodgson, P. & White, R. (1998) Leadership…Who gives a damn?, HR Planning Society Annual Conference, Orlando, USA, 22 - 25 March

Setting Standards for Executive Coaching

Hodgson, P. & Wark, V. (1998) Setting Standards for Executive Coaching, The Coaching & Mentoring Conference, Amsterdam, The Netherlands, 5 - 8 October

Leadership into the 21st Century

Hodgson, P. (1997) Leadership into the 21st Century, Acceleration of Change International Keynote Seminar, The Barbican Centre, London, 20 March

Back to the Future of Leadership

Hodgson, P. & White, R. (1997) Back to the Future of Leadership, American Society for Training and Development (ASTD) International Conference & Exposition, Washington, USA, May

How to Enhance Leadership Skills for Uncertain Environments

Hodgson, P. (1997) How to Enhance Leadership Skills for Uncertain Environments, The Global Leadership Development Conference, European Foundation for Management Development (efmd), Brussels, Belgium, May

White Water Leadership

Hodgson, P. (1997) White Water Leadership, The Management Skills & Development Conference, Birmingham, 8-10 July

A Group of Equals

Hodgson, P. & Brown, M. (1997) A Group of Equals, Director Development, January/February

Leaders Innovate

Hodgson, P. & White, R. (1997) Leaders Innovate, Directions - The Ashridge Journal, November

Seekers and Scalers: The Future Leaders

Hodgson, P. White, R. & Crainer, S. (1997) Seekers and Scalers: The Future Leaders, Training & Development, January

The Future of Leadership, A White Water Revolution

Hodgson, P. White, R. & Crainer, S. (1996) The Future of Leadership, A White Water Revolution, Pitman Publishing, London

The Learning Organisation

Hodgson, P. (1995) The Learning Organisation, chapter in FT Handbook of Management, 1st Edition, Crainer (ed) Financial Times Pitman publishing, London

White Water Leadership - 1995

Hodgson, P. White, R. (1995) White Water Leadership, Directions - The Ashridge Journal, April

Learning at the Top

Brown, M. & Hodgson, P. (1995) Learning at the Top, Directions - The Ashridge Journal, July

What High Performance Managers Really Do

Hodgson, P. & Crainer, S. (1993) What High Performance Managers Really Do, Pitman, London

Effective Meetings

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

The Key Simplicities That Turn Ideas Into Action

Hodgson, P. (1991) The Key Simplicities That Turn Ideas Into Action, The Ashridge Management Review, Summer

Managers Can Be Taught, But Leaders Have To Learn

Hodgson, P. (1987) Managers Can Be Taught, But Leaders Have To Learn, Industrial & Commercial Training, November

A Practical Guide to Successful Interviewing

Hodgson, P. (1987) A Practical Guide to Successful Interviewing, McGraw Hill, London

Managers Can Be Taught, But Leaders Have To Learn - 1987

Hodgson, P. (1987) Managers Can Be Taught, But Leaders Have To Learn, Institute of Personnel Management conference,

Human Aspects of Information Technology

Hodgson, P. (1985) Human Aspects of Information Technology, ATM Focus Report, London, June

Training for Office Automation

Hodgson, P. (1983) Training for Office Automation, The Training Officer, August

Assessment Centres - Part 1

Hodgson, P. (1982) Assessment Centres, Part 1, The Training Officer, December

Assessment Centres

Hodgson, P. (1982) Assessment Centres, Part 2, The Training Officer, November