Professor John Hayes



BSc, Economics
MIPD (Member, Institute of Personnel and Development)
AFBPsS, (Associate Fellow of the British Psychological Society)
Chartered Occupational Psychologist. Membership of Professional Bodies
British Psychological Society
Chartered Institute of Personnel & Development


2014 to date: Emeritus Professor of Change Management, University of Leeds
1990-2014: Professor of Management Studies, University of Leeds
1982-1989: Senior Lecturer and Deputy Head, Department of Management Studies, University of Leeds
1980-1981: Reader in Organisational Behaviour and acting head of the OB group, School of Industrial and Business Studies, University of Warwick
1979-1996: Visiting Fellow, Centre for the Study of Organisational Change and Development, University of Bath
1968-1980: Lecturer, Department of Management Studies, University of Leeds
1966-1968: Assistant Lecturer, Department of Management Studies, University of Leeds
1965-1966: Research Assistant, Department of Psychology, University of Leeds. Managing partner, John Hayes and Associates. In parallel with my academic career, I have pursued an active career as a management consultant working with individuals and teams to help facilitate change in complex organisational settings.  I have worked for a wide range of private sector companies, including Six Swiss Exchange (Zurich Stock Exchange), KU, iQuest, GNER, National Australia Group, Yorkshire Bank, British Gas, BT, ICI, Lucas, Delphi, BP, Occidental Petroleum, Bawden Drilling, Glaxo, Reckitt and Coleman (pharmaceuticals), DLApiper, Buro Happold, Ladbrokes and Nestle.  I have also worked for a range of public sector organisations such as the American Army, RAF, Benefits Agency, NHS, and NACRO.Vocational development. Early research (supported by the SSRC and the Gulbenkian Foundation) was in the field of vocational development.  The research produced a critique of the pre 1960s approach to vocational guidance and contributed to the development of a new paradigm to aid professionals involved in the facilitation of vocational development and occupational choice.  Before the 1960s vocational guidance tended to be offered as a specialist advisory service that carefully matched the talents and interests of school leavers against what was known about the work tasks and skill requirements associated with specific occupations.  My work, with Peter Daws and Barrie Hopson helped to research and disseminate a new paradigm.  This recognised the developmental nature of vocational choice and involved an extended pre-leaving educational process to help pupils deliberate about their future roles in society and choose occupations on the basis of self-knowledge and an understanding of the psycho-social as well as the economic aspects of occupations.  It involved injecting a sense of agency and encouraging individuals to take greater responsibility for shaping their own lives.  It also involved helping individuals develop skills to help them manage their own vocational development long after leaving school. Processes of change in organisations.  Research on vocational development led to an interest in how change affected individuals (preparation for the books on Transition and The Psychological Effects of Unemployment) but the underlying theme of later work emerged as the development and implementation of change strategies in  organisations.  Research on training as a strategy for change was supported over the period 1975-79 by the Petroleum Industry Training Board, 1981-82 by British Telecom and 1982-84 and 1987-89 by the Overseas Development Agency and the British Council.  Research on managers beliefs regarding the controllability of outcomes in organisations and how these might be changed was undertaken with assistance from British Gas. The universality of HRM theory and practice across different cultural settings.  The British Council funded a number of study visits to management training institutions across India which led to two collaborative projects with the faculty of the Institute of Management in Government at Trivandrum.  These looked at the factors inhibiting the transfer of learning and the effect of culture on the efficacy of different modes of consultation.  A development of this work was a series of studies, funded by the British Council, into the ways managers from different cultures went about learning and mastering the tasks which confront them.  This led onto my collaborative work with Professor Chris Allinson. Human information processing. Since 1986 Professors Hayes and Allinson have worked on a rolling programme of research into learning/cognitive styles.  Particular interests are their interaction with educational and work environments on outcomes such as performance, morale, leader member exchange and mentor-protg relations, and correlations with variables such as national culture and entrepreneurship. A major feature has been the development  of a measure, the Cognitive Style Index, which has been used in most of our recent studies and adopted by many others in research related to our own.Leeds University Business School: Change Management, EMBA
Aarhus School of Business: Implementing Change, Executive MBA
Copenhagen Business School:  Change Management, EMBA
USI Lugano (Switzerland) with Singapore Management University: Change Management, MSComNo management responsibilities within LUBS