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Dr David Beech
Lecturer in People Management
- Maxwell 323
- T: 0161 295 5199
- E: firstname.lastname@example.org
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David Beech is an organisational psychologist and a chartered member of the CIPD. David joined Salford Business School as a Lecturer in People Management following teaching roles at Ashridge Business School, IAE Lyon Business School, and La Rochelle Business School and executive education roles at Ashridge Business School, Cranfield School of Management, EMLyon Business School, and Cambridge Leadership Development.
His first degree is in Psychology and Sociology, followed by a part-time MSc in Occupational Psychology/Organizational Behaviour, and then a part-time DPhil in Social Psychology (leadership behaviour) at the University of Sussex (completed 2008). As a Chartered Psychologist David is registered by the UK Health & Care Professions Council as a Practitioner psychologist.
Prior to entering adult education David worked in the private sector for 8 years in a range of human resource management and organisation development roles and then worked internationally for 9 years as a consultant in business psychology and organisational effectiveness. He has worked internationally in undergraduate, postgraduate, and executive education since 1998. This includes community leadership development and social enterprise projects in the UK for the National College for School Leadership, the NHS, and Nesta (originally National Endowment for Science, Technology, and the Arts). David has completed leadership development projects for executive and board directors in multinational companies headquartered in Germany and the Netherlands and executive education projects in China, France, Thailand, and the USA.
David researches all aspects of leadership behaviour and organisational effectiveness from a social psychology (social representations) perspective, with a particular interest in an institutional perspective on leadership, organisational behaviour, and forms of organising
Resourcing, learning, and talent management Creative leadership and managing creative teams Managing the organizational resource
All aspects of leadership behaviour, forms of organising, and cultural power in relation to positive outcomes (e.g., people, profit, planet, & progress) from a social psychology (social representations) perspective, with a particular interest in an institutional perspective on leadership, organisational behaviour, and forms of organising.
I am currently supervising doctoral students on the following topics: shared leadership; leadership and workforce development; and performance management in higher education.
I would be interested in supervising future doctoral students in the general area of:
leadership studies, particularly in: intercultural/transcultural leadership; institutional leadership; and strategic leadership.
Qualifications and Memberships
Post-graduate Diploma in Management Studies (1978)
BSc (Jt Hons) Psychology & Sociology (1981)
MSc Occupational Psychology (1993)
DPhil Social Psychology (2009)
Associate Fellow British Psychological Society
Chartered Member Chartered Institute of Personnel and Development
Institute of Directors
Academy of Management
International Association for Cross Cultural Psychology
Beech, D. (Forthcoming). Do business schools create leaders or conformists? In C. Mabey & W. Mayrhofer (Eds.). The leaders we deserve: Questions business schools don’t ask. London: Sage.
Beech, D. (2004). UK Management capabilities: A comparative review. Report for Sector Skills Development Agency (UK Dept of Trade & Industry.
Beech, D (2003). Strong local leadership: A proposed policy framework for building leadership capacity. Report for UK Local Government Leadership Development Commission.
Beech, D. (2002). Shaping leaders for the future. The Ashridge Journal, Jan, 22-29.
Beech, D. (1994). In search of competence. Recruitment, Selection, & Retention, Vol 3, 4-11.