Faculty

Veroniek De Schamphelaere

Veroniek De Schamphelaere
Expert in People Management & Leadership at Vlerick Business School

Veroniek is passionate about training professionals to become effective communicators and people managers. Her interests include human resource management, employee performance and employee engagement, strategic HRM, team management, professional management skills and self-management. Veroniek is a certified 'Investors in People' advisor and counsels companies in their 'Investors in People' development process to help them obtain this strategic HRM label. She is also an advisor on Great Place to Work projects − which means she has insight into best practices that work!
Karlien Vanderheyden

Prof Karlien Vanderheyden 
Assistant Professor at Vlerick Business School

Karlien focuses on how individuals can enhance the processes and performance of organisations through their own behaviour and interaction with others. Karlien uses her research and experience to teach decision-making skills, cognitive styles and the behaviour and pitfalls of individuals and teams.

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    A leader is charismatic and visionary: this CEO cult no longer fits in with today’s complex dynamics. Research has shown that modern leaders are successful if they adopt modest, vulnerable attitudes, asking people around them for feedback to achieve widespread support.
  2. Six Batteries of Change

    In today’s fast-paced, uncertain world, organisations need to adapt quickly to survive. But change doesn’t always happen easily. And many change programmes don’t deliver the expected results. There are various models that set out a process or series of steps to follow to achieve successful change. But change is increasingly continuous – and in today’s change programmes, it’s hard to identify a start and end point. Which means seeing change as a purely top-down, sequential process can be dangerous. This is why we’ve taken a different approach. The starting point of our change model is that effective change is all about managing energy. Each organisation has a level of energy – and when you generate enough energy, you can use it to make lasting change happen. But if your energy reserves are running low, your change efforts will quickly fizzle out.
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Equis Association of MBAs AACSB Financial Times