Jenni Jones

Jenni Jones has held a variety of Human Resources & Learning and Development roles within both the private and public sector. She worked in HR and Organisational Development for the Prudential for 8 years, then moved to Britvic Soft Drinks as their Performance and Development Manager, and then into a Consultant role with SBC Training as their Professional Programmes Manager. In 2004, she joined the University of Wolverhampton Business School, where she teaches undergraduate and postgraduate courses in the area of Business, Leadership, Change, Coaching and Mentoring. As well as teaching, Jenni leads a variety of external projects and has worked with a number of UK Police Forces (she has received a special recognition award from both the West Midlands Police and the British Association for Women in Policing), the NHS, City Councils and a large number of private organisations. She has also published a variety of articles and spoken at a number of Conferences in the field of coaching, mentoring, women and leadership. Her current job title is Associate Professor in Coaching and Mentoring.

Publications

Factors Contributing to Organizational Change Success or Failure: A Qualitative Meta-Analysis of 200 Reflective Case Studies
Jenni Jones, Janet Firth, Claire Hannibal, Michael Ogunseyin. © 2021. 24 pages.
Change, and changing, exercise the minds of most managers most of the time. In consequence, leadership development and change management tend to be top priorities for many human...
Evidence-Based Initiatives for Organizational Change and Development
Robert G. Hamlin, Andrea D. Ellinger, Jenni Jones. © 2019. 749 pages.
Without change, there can be no progress. To influence change, organizations attempt to harmonize internally and become accustomed to dealing with a variety of situations that...
Factors Contributing to Organizational Change Success or Failure: A Qualitative Meta-Analysis of 200 Reflective Case Studies
Jenni Jones, Janet Firth, Claire Hannibal, Michael Ogunseyin. © 2019. 24 pages.
Change, and changing, exercise the minds of most managers most of the time. In consequence, leadership development and change management tend to be top priorities for many human...
Concluding Reflections and Presentation of an EBOCD Conceptual Process Model
Robert G. Hamlin, Jenni Jones, Andrea D. Ellinger. © 2019. 19 pages.
This chapter begins by presenting a synopsis of insights on EBOCD practice gleaned from the Section 2 chapters, and a range of extant and emergent generalized (common) insights...