Andrew Kakabadse

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Prof. Andrew Kakabadse

Andrew Kakabadse is a global thinker, consultant and an expert on leadership, governance and CSR. Professor of Governance and Leadership at Henley Business School, Andrew is ranked as one of the top 50 most influential management gurus.
As well as contributing to countless academic journals and publications, Andrew has authored multiple books, including Leadership Intelligence: The 5Qs for Thriving as a Leader. Andrew delivers KGC’s 5Qs of leadership intelligence program via eduZ, providing unique insight into the role emotional intelligence plays in effective leadership.

Prof. Andrew's program

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Leadership Intelligence | The 5Qs for Thriving as a Leader
Apply the 5Qs of leadership to discover how to become a well-rounded, effective leader who develops balanced and informed frameworks for strategy, governance and policy challenges.

Prof. Andrew's books

Leadership Intelligence: The 5Qs for Thriving as a Leader

Co-authored with Ali Qassim Jawad, Andrew and Ali’s research has identified five leadership intelligences which leaders need to have to be effective in today’s ever-changing, volatile world. This book explains what the 5Qs are and how they can be developed through training and learning.

The Success Formula

Based on interviews with over 80 successful organizations across the private and public sectors, Andrew explains why and how the best organizations are focused on value delivery and not strategy alone. Knowing what value the organization delivers and agile leadership are key.

Essence of Leadership

What does good leadership look like in different corners of the world? Exploring examples from global business leaders, this book explores best practice in leadership, leadership performance and transformational thinking.

INSIGHTS & EVENTS

Learn, be inspired and motivated by
original and innovative thought leadership

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Feature Blog
How Executive Coaching Can Improve Your Business

Gone are the days when coaching was viewed as ‘asking for help’ and was therefore somewhat stigmatised by leaders who didn’t want to be considered weak or incapable.

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Power Strategies for the Workplace
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The history of learning and development: From 1990 to present day
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Building powerful and meaningful strategies
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