Professor John Hailey has extensive international experience researching and consulting with development agencies and international organisations in over fifty different countries, including INGOs, United Nations agencies, official donors and philanthropic foundations. John is an alumnus of Cass and was in the first cohort of students in the 1970s to be awarded an MBA by City University.
John teaches on Cass’s MSc in NGO Management. This is one of the only postgraduate management courses in Europe to focus on the specific needs of staff and trustees of international NGOs. He has also taught postgraduate courses on international and cross-cultural management, leadership, ethics and corporate social responsibility. He has designed and run a number leadership development and management training programmes for senior staff of international NGOs and the United Nations.
John has worked with a range of international development agencies as a consultant and trustee. He was one of the founders of the Oxford-based International NGO Training and Research Centre (INTRAC). His consulting work with INGOs and UN agencies has focused on strategic planning, organisation development and change, governance and leadership development, evaluations and organisational assessments. Consultancies include work with International NGOs (e.g. ActionAid, Concern Worldwide, Habitat for Humanity, Oxfam, Save the Children); philanthropic foundations (e.g. Atlantic Philanthropy, Gates, Porticus, Rockefeller) official donors (e.g. AusAid, DFID, EU, IrishAid, USAID); multilateral agencies (AATF, FAO, GFAR, UNHCR); human rights organisations (e.g. Amnesty International, Danish Institute of Human Rights, Transparency International).
His research and publications have been concerned with the leadership and management of NGOs and non-profits, and the strategic issues facing development agencies generally. John has recently been involved in an initiative funded by the Rockefeller Foundation to learn the lessons of those leading change processes in major UN agencies and other inter-governmental organization. The intention of this work is to develop greater understanding of the challenges and complexities of bringing about change in such large, complex international agencies and the strategies used by those in leadership positions to deliver such change.
- MBA, City, University London, United Kingdom
- PhD, University of Queensland, Australia
- International Business
- Voluntary Sector Management
- Business Ethics
- Knowledge & Learning
- Management Development
- management consulting
- non-profit & voluntary sector
- Africa - Eastern
- Africa - Southern
- Australia & Oceania
- Middle East
Future of International NGOs: Governance and Structure
Review of the strategic and management challenges facing INGOs and the way their governance and organisational structures will have to adapt
Capacity Building for NGOs
Analysis of approaches to capacity building and the tools and techniques used by NGOs to build organisational and management capacity
Assessment of the character and competences of such "development leaders" and the dynamics of leadership development in international agencies and NGOs
- Hailey, J.M. and James, R. (2008). Capacity Building for NGOs: making it work. Oxford: INTRAC. ISBN 978-1-905240-16-6.
- Hailey, J.M. and Smillie, I. (2001). Managing for Change: Leadership, Startegy and Management in Asian NGOs. London: Earthscan. ISBN 978-1-85383-721-0.
- Hailey, J. and Harry, W. (2008). Localization: A strategic response to globalization. International Human Resource Management: A European Perspective: Second Edition (pp. 19–38). ISBN 978-0-203-89139-1.
Journal articles (5)
- Hailey, J. and Salway, M. (2016). New routes to CSO sustainability: the strategic shift to social enterprise and social investment. Development in Practice, 26(5), pp. 580–591. doi:10.1080/09614524.2016.1188886.
- Hailey, J.M. and James, R. (2004). Trees Die From The Top: International Perspectives on NGO Leadership Development. Voluntas, 15(4), pp. 343–353. doi:10.1007/s11266-004-1236-8.
- Hailey, J. (2003). Handbook on development policy and management edited by COLIN KIRKPATRICK, RON CLARKE and CHARLES POLIDANO. (Cheltenham: Edward Elgar, 2002, pp. 480). Journal of International Development, 15(5), pp. 662–663.
- Hailey, J.M. and James, R. (2002). Learning Leaders: The Key to Learning Organisations. Development in Practice, Volume 12 - Development and the Learning Organisation(3 - 4). doi:10.1080/0961450220149753.
- Hailey, J. (1998). Management education for sustainable development. Sustainable Development, 6(1), pp. 40–48.
- Hailey, J.M. (2009). Capacity Development: Issues and Challenges. Rome: World Food Programme.
- Hailey, J.M. (2006). NGO Leadership Development. Oxford: INTRAC.
- Hailey, J.M., James, R. and Wrigley, R. (2005). Rising to the Challenges: Assessing the Impact of Organisational Capacity Building. Oxford: INTRAC.
- 2008 - present, NGO Management, Director
Editorial activity (2)
- Development in Practice, Member of Editorial Board, 2000 – present.
- International Journal of Cross Cultural Management, Member of Editorial Board, 2000 – present.
Media appearances (8)
- Une formation ethique et finance au coeur de la City. (2012) www.lemonde-emploi.blog.lemonde.fr (website).
- War Games by Linda Polman. (2010) Charity Times.
- New NGO Management is a go-go. (2008) Guardian (newspaper).
- NGOs and business education. (2008) www.economist.com (website).
- I master puntano sul fattore personale. (2008) Corriere Della Sera (newspaper).
- Managing goodwill. (2008) www.economist.com (website).
- Course to teach NGO management. (2008) Third Sector.
- Course to teach NGO Management. (2008) Third Sector.