Professor in Organisational Leadership
Management, Work and Organisation University of Stirling, Stirling, FK9 4LA
Dr Brian Howieson PhD (Edin) MPhil (Heriot-Watt) MBA (Heriot-Watt) BSc (Edin) FRSA I entered academia in 2009 - via the Foundation for Management Education Fellowship Scheme - after a 22-year career with the Royal Air Force and Royal College of Physicians and Surgeons. I remain very interested in the professional training and development of doctors in the UK and beyond - I am a Non-Executive (Lay) Member of the Medical Directorate within NHS Scotland. In detail, I sit on the Surgical Specialty Training Board and have also been involved with Anesthesia and Emergency medicine selection and training. As a Foundation for Management Education Fellow and practitioner, I am committed to research and the dissemination of knowledge that benefits business and society. In my current role, my research interests lie in the fields of leadership and strategy. In detail, my work and applied research hopes to:
help create a better understanding among leaders of the challenges that we face in society promote and encouraging partnerships between and across sectors educate leaders at all levels in the value of building social capital, to them and to their organisations promote and encourage the pursuit of public good, beyond CSR and towards the commonweal
I have also developed a sub-specialty interest in how leadership was reported in, during, and out of the recession during 2008-2010, and in understanding leadership from the world of professional football in partnership with the Scottish Football Association and the School of Sport, the University of Stirling. In addition to my Stirling teaching commitments, I lecture for a variety of institutions including the University of St Andrews, the Royal College of Physicians and Surgeons, and Scottish Football Association. I also developed and implemented - and am Programme Director of - the NHS Scotland Management Training Scheme MSc programme in Leadership and Healthcare Management and the University of Stirling MBA in Finance with Foreign Trade University in Vietnam. I am a Council Member of the Foundation for Management Education, a Fellow of the RSA, and Chairman of The Leading Well - a Scottish-based social enterprise that I established to advance leadership development in Scotland to promote innovation, enterprise, knowledge transfer, and exchange by the encouragement and development of social capital. I also believe in influencing outside academia and I hope to offer a fresh approach to management education, improving accessibility by many to university education, ‘opening up’ income streams, and contributing to unregulated income. Overall, my approach to research, teaching, and administration is linked to this agenda.
In general, leadership and strategy. In detail, I am interested in leadership and strategy in executive education, community, social capital/social cohesion, health, and professional football
Becoming a Leader: a study of aspirant football club managers
PI:
Funded by: The Carnegie Trust
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Analysis of Leadership Activity and Development Needs in Scotland's Social Services
PI:
Funded by: Scottish Social Services Council
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Article
Beattie M, Shepherd A & Howieson B (2013) Do the Institute of Medicines’ (IOM) dimensions of quality capture the current meaning of quality in health care? – An integrative review. Journal of Research in Nursing, 18 (4), pp. 288-304. https://doi.org/10.1177/1744987112440568
Article
The Principal Task Demands of Royal Air Force Engineers
Howieson B (2011) The Principal Task Demands of Royal Air Force Engineers. Training and Management Development Methods, 25 (1).
Article
What is clinical leadership? A journal-based meta-review
Howieson B & Thiagarajah T (2011) What is clinical leadership? A journal-based meta-review. International Journal of Clinical Leadership, 17 (1), pp. 7-18. http://www.scopus.com/inward/record.url?partnerID=yv4JPVwI&eid=2-s2.0-79956137359&md5=14621d4781c297e2035921fca04f041f
Research Report
McNeish J & Howieson B (2010) The Workforce Development Needs of Independent and Third Sector Practitioners in the Scottish Health Sector. Edinburgh Napier University.
Research Report
An evaluation of training in workforce planning for Allied Health Professionals
Howieson B (2010) An evaluation of training in workforce planning for Allied Health Professionals. Edinburgh Napier University. Edinburgh Napier University. http://www.workforceplanning.scot.nhs.uk/media/29749/ahp%20wmm_5daycourse_evaluation_report%20final.pdf
Research Report
An analysis of written observations on the Healthcare Quality Strategy
Walsh M, Howieson B & Kittler M (2010) An analysis of written observations on the Healthcare Quality Strategy. Scottish Government.
Article
An evaluation of training in workforce planning for Allied Health Professionals: a Case Study
Howieson B (2010) An evaluation of training in workforce planning for Allied Health Professionals: a Case Study. Training and Management Development Methods, 24 (3).
Article
The leadership behaviors of senior engineering officers in the Royal Air Force
Howieson B (2010) The leadership behaviors of senior engineering officers in the Royal Air Force. Defense and Security Analysis, 26 (1), pp. 99-106. http://www.scopus.com/inward/record.url?partnerID=yv4JPVwI&eid=2-s2.0-77951184665&md5=4cfd534177fde7261114bca36fcfc9b5; https://doi.org/10.1080/14751791003658602
Book Chapter
Changing Mindsets to Achieve Effect: the ASACS Dimension
Howieson B & Crayford M (2006) Changing Mindsets to Achieve Effect: the ASACS Dimension. In: Jupp J & Grint K (eds.) Air Force Leadership: Beyond Command?. The Royal Air Force Leadership Centre.
Article
Education in the Royal College of Physicians and Surgeons of Glasgow: The Way Forward
Howieson B (2006) Education in the Royal College of Physicians and Surgeons of Glasgow: The Way Forward. Scottish Medical Journal, 51 (2), pp. 36-36. https://doi.org/10.1258/rsmsmj.51.2.36
Article
Attitudes to a Career in the British Armed Forces: A Study of Officer Cadets and Undergraduates
Kahn H & Howieson B (2004) Attitudes to a Career in the British Armed Forces: A Study of Officer Cadets and Undergraduates. Defense and Security Analysis, 20 (3), pp. 289-293. https://doi.org/10.1080/1475179042000260705
Book Chapter
Howieson B & Kahn H (2003) The changing macro-environment (1979-2001): The implications for the recruitment of graduates into the British Armed Forces. In: Holmes R & McConville T (eds.) Defence Management in Uncertain Times. First ed. Cranfield Defence Management, 3. Abingdon, UK: Frank Cass Publishers, pp. 112-138. http://www.routledge.com/books/details/9780714684147/
Book Chapter
Can Leadership be taught - and if so, how?
Howieson B & Kahn H (2002) Can Leadership be taught - and if so, how?. In: Gray P & Cox S (eds.) Air Power Leadership: Theory And Practice. London, UK: HMSO.
Book Chapter
Leadership, Management and Command: the Officers' Trinity
Howieson B & Kahn H (2002) Leadership, Management and Command: the Officers' Trinity. In: Gray P & Cox S (eds.) Air Power Leadership: Theory And Practice. London, UK: HMSO.