Delves, R. & Fleming, K. (Eds.)(Forthcoming) Inspiring Leadership. London, Bloomsbury
Delves, R. (forthcoming) 'Developing Personal Impact by blending learning, life and literature'. In Hind, P. (Ed) Management Development that Works, Libri Publishing Ltd
Sherratt, S. & Delves, R. (2013) The Top 50 Management Dilemmas: Fast solutions to everyday challenges. Pearson
An analysis of how a new masters programme used an innovative virtual, work-based learning approach to transcend the limitations of both face to face and traditional distance learning.
Lockett, M., Delves, R. & Voller, S. (2011) The Pathways Programme: navigating educational dilemmas through hybrid virtual-work-based learning, Proceedings of the 18th EDINEB Conference, “From Innovation to Crème de la Crème Education”, 7 - 10 June 2011, IDRAC, Lyon, France [pp 37-40]
In organisational life, everything is political. We will never be able to create a working culture which removes the politics of organisational life, so politics will always be with us. The question becomes not "Should I play?" but "How should I play?". This article examines ways to play which are ethical and appropriate, and notes some behaviours to watch out for from those less ethical than you.
Delves, R. (2010) The Political Life of Organisations, Professional Marketing
Millar, C.C.J.M., Delves, R. & Harris, P. (eds) (2010) Special Issue on Unethical Leadership, Journal of Public Affairs, Vol. 10, Issue 3, August
C.J.M. Millar, C., Delves, R. & Harris, P. (2010) Ethical and Unethical Leadership: Double Vision, Introduction paper: Journal of Public Affairs, Vol 10, (3), pp. 109 - 120, published online: 7 July
Network talks to Roger Delves, Director of the Ashridge Masters in Management, about the new programme
Delves, R. (2010) A new route to a Masters, Network, The Ashridge Magazine, Issue 4, Summer, pp. 12 - 13
Delves, R. (2009) The Galaxy Effect: workshopping a model to explore ethics, Future of Learning Conference, Ashridge, August
Delves, R. (2009) Delivering Values: Foundations for a New Era?, Ceeman News (Central & Eastern European Management News), pp. 25 - 26, Issue 52, Summer
Delves, R. (2009) The Galaxy Effect, The Worldly Leadership Symposium, The Leadership Trust & The University of the West of England, May
In this article Roger suggests that current financial and economic crises have resulted from rewarding people who deliver profit for organisations more highly than those who deliver profits and values. What does this mean for people faced with the challenge of leading organisations into a new era?
Delves, R. (2009) Delivering values - foundations for a new era?, 360° The Ashridge Journal, Spring, pp. 31 - 34
Millar, C.C.J.M., Delves, R. & Harris, P. (2009) Looking into the Abyss: Global Unethical Leadership, Journal of Public Affairs, Vol. 10, No. 3
Management development practice does not encourage leaders to examine their values, yet followers require values-based predictability from leaders. Authentic leadership is leadership where a course of action is decided not by situational imperatives but by reference to an examined, broadly unchanging template of core values. Well-facilitated workshops will help leaders both to appreciate the importance to authentic leadership of core values and to understand how they as individuals can identify those values which are core to them.
Delves, R. (2007) The importance of exploring and validating personal values in creating a sustainable, authentic leadership style, 6th International Studying Leadership Conference, Warwick University, December