Staff profile

Dr Richard Morgan

Richard is an Assistant Professor in Leadership and Organizational Behaviour at Durham University Business School. Richard is also currently serving as Chair of the Board of Examiners for the postgraduate Marketing programme at the business school. Richard 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. 

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

Chapter in book

• Measuring Leadership Identity: Complexity, Risks, and Recommendations.
  
  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.
• 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
  
  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 (pp. 130-154). Routledge. https://doi.org/10.4324/9781003377450

Journal Article

• Leadership Starts From Within: A Multi-Configurational Model Of Identity-Based Leadership Development
  
  Nieberle, K. W., Braun, S., Epitropaki, O., Bysh, C., & Morgan, R. (in press). Leadership Starts From Within: A Multi-Configurational Model Of Identity-Based Leadership Development. Academy of Management Learning and Education.
• Pursuing a future leader self: A multi‐study investigation of leader identity and its motivational and behavioural outcomes
  
  Morgan, R., Braun, S., & Epitropaki, O. (2025). Pursuing a future leader self: A multi‐study investigation of leader identity and its motivational and behavioural outcomes. Journal of Occupational and Organizational Psychology, 98(1), Article e70014. https://doi.org/10.1111/joop.70014