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Professor Steve Kempster

BSc, MSc, PhD

Masterclass Speaker

Steve is one of the world’s foremost experts in the field of leadership learning, extensively published and peer-reviewed on the subject. Currently Professor of Leadership Development and Director of the Lancashire Leadership Centre at the UK’s renowned Lancaster University Management School, Steve originally worked in the property industry and ran his own business, a surveying practice. This experience, and many subsequent years devising leadership programmes specifically for the owners and directors of small firms, brings unparalleled insight to the Leading MBA programme.

Exploring how managers learn to lead, Steve regularly gives talks all over the world on leadership and leadership development. A particular interest in leadership purpose has led Steve to develop the concept of Good Dividends, a remarkable new area of academic study that he is examining among innovative firms around the globe.

Steve’s published work includes co-authoring Leading small business – Business growth through leadership development (Edward Elgar, 2015) and How managers have learnt how to lead: Exploring the development of leadership practice (Palgrave Macmillan, 2009). Steve conducts masterclasses in each year of the Leading MBA programme, and has been sharing his expertise with delegates on leadership programmes delivered by QuoLux since 2011.

  • Pre-eminent author on leadership learning
  • International teaching and research

My masterclass

In my first-year masterclass, I’ll discuss the growing shift from management to leadership.

We’ll explore the changing emphasis of leader as hero and expert, to leader of meaning-making, challenge, consideration and learning. The session will explore the changing expectations of employees and their desire for ‘meaning’, greater involvement and responsibility. These broad themes will be placed into the context of leading within growing independent firms, for owners, directors, partners and senior managers.

I’ll illustrate how the growth of small businesses is often curtailed by the phenomenon of ‘the crisis of leadership’ and the self-imposed glass ceiling.

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