Staff profile

Dr Richard Morgan

Richard is an Assistant Professor in Leadership and Organizational Behaviour at Durham University Business School and a member of the Centre for Leadership and Followership. He received his PhD in Management from Durham University Business School, winning the Thesis Prize Award for his doctoral research titled,“Developing Leaders in Organizations: A Cognition, Identity, Motivation, and Proactive Behaviour-Based Approach Investigated Through Longitudinal Structural Equation Modelling”. Richard was a Fellow in Management at the London School of Economics and Political Science. He received his Law degree from Durham University Law School.

Richard’s research focuses on leader development. He is interested in how people develop their identity through cognitive processes such as building present self-awareness and elaborating upon mental representations of a future possible leader self that extends the sense of self across time.  

Other emerging research projects Richard is working on include investigating how leaders can combine visionary and responsible leadership practices.

• Leader Development and Leader Identity
• Ethics and Responsibility (both Corporate and Environmental)
• Power and Influence
• Autobiographical Memory and Sense of Self

Chapter in book

• Lord, R., Hall, R., Gatti, P., Zheng, J., & Morgan, R. (in press). Measuring Leadership Identity: Complexity, Risks, and Recommendations. In O. Epitropaki, & R. Kart (Eds.), Oxford Handbook of Leadership, Followership and Identity. Oxford University Press
• Lord, R., Hall, R., Gatti, P., Zheng, J., & Morgan, R. (2024). The effects of what you remember and what you know on leadership processes: how memory works, how we access what we know, and the role of identity levels. In S. Braun, T. Keller Hansbrough, G. A. Ruark, R. J. Hall, R. G. Lord, & O. Epitropaki (Eds.), Navigating Leadership Evidence-Based Strategies for Leadership Development (130-154). Routledge. https://doi.org/10.4324/9781003377450