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Joan Noguera

Photo of Joan NogueraResearch student

Joan Noguera is affiliated with The Open University's Department of People and Organisations.

You can email Joan Noguera directly; but for media enquiries please contact a member of The Open University's Media Relations team.

Biography

J.N. holds a BSc in Psychology from the University of Barcelona, a BA in Journalism and Media Studies from the University Autónoma de Barcelona, an MRs/doctorate programme from the University of Barcelona and an MA in the Social Sciences from The Open University.

Since the 1980s, J.N. has acted as an organisational consultant and/or trainer in the spheres of change management, organizational development and leadership training in a wide array of organisations in the private, public and not-for-profit sectors.

As freelance, he has been collaborating regularly with several universities and consulting firms in training programmes and other interventions related to organization design and people management.

In 1990, J.N. joined ESADE Business and Law School. He is an associate professor in ESADE’s People Management and Organization Department. For many years, he has been teaching Organisational Behaviour, Organisational Analysis, Change Management and Managerial Skills Training Seminars in the BBA, MBA, Executive Masters and Executive Education Programmes.

J.N. is a specialist in the design and development of management teaching materials, especially case studies, interactive cases and experiential techniques such as role-plays and simulations.

J.N.’s main areas of interest are: leadership studies, organizational behaviour, change management and critical management studies.

Current research

Emotional Intelligence and the Manager's Identity: A Discursive Analysis

J.N.’s thesis focuses on the work by Daniel Goleman, Rickard Boyatzis et al. and their application of emotional intelligence to the realm of leadership. Specifically, J.N.’s research project aims at empirically analyse the body of literature produced by these authors on the emotionally intelligent leader (the ‘resonant’ leader) from a Foucauldian perspective, examining the distinctive characteristics of this rendition of leadership and its implications for leadership practice and the manager’s qua leader identity.

Supervisors