Catherine trained as an occupational psychologist, and has worked in production and HR with Smiths Industries as a Programme Management Consultant. She has taught in several UK business schools, has 25 years experience leading executive development in major programme and project environments (Aerospace, Power, Pharmaceuticals, Telecommunications) and is a founder of a successful third sector business. She led business growth in Cranfield's General Management programmes. 

Current activities

Her interests and activities focus on business leadership effectiveness in complex business environments; top team relationships and effectiveness; leveraging knowledge for organisational effectiveness; developing strategic thinking. She plays a major role in the Centre's radical and distinctive practical business leadership research. She is author of a book and of numerous articles and reports on managerial and leadership performance, measurement and development. Catherine works as a leadership development consultant internationally to a wide range of organisations (from financial, technological, health, aviation, professional services and Not-for-Profit sectors). She acts as executive coach for a number of business leaders and strategy making teams.


Catherine works with clients across private, public and not for profit sectors. These include clients in commercial airlines, pharmaceuticals, construction, insurance, Media, NHS, and a major charity. 


Articles In Journals

Conference Papers

  • Bailey C (2004) Innovations in senior leadership development in the NHS. In: NHS Leadership Network Conference, London.
  • Butcher D & Bailey C (2004) Conceptualizing the organizational impact of leadership. In: Academy of Management Annual Meeting, New Orleans.
  • Bailey C, Butcher D, Meldrum M & Bristow M (2003) Developing an external perspective: a highly valued yet under-utilized strategic capability. In: Academy of Management Annual Meeting, 2003, Seattle, WA.
  • Butcher D & Bailey C (2003) Leadership and organizational performance - a conceptual model of the relationship. In: Studying Leadership: The 2nd Annual International Conference on Leadership Research, Lancaster.
  • Bailey C, Clarke M & Offley N (2003) Senior leadership development in the NHS - creating future innovative practice. In: Health Service Journal Conference, London.
  • Clarke M & Bailey C (2002) Leadership Development - Creating Innovative Future Practice. In: EIASM Workshop on Leadership Research, Oxford.
  • Bailey C (2001) Reframing Managerial and Leadership Performance. In: EIASM Workshop on Reframing Organisational Performance, Brussels.


  • Bailey C, Clarke M & Butcher D (2010) Strategically aligned leadership development. In: Leadership in Organizations, Current Issues and Key Trends. Storey J (ed.), Abingdon: Routledge, p. 167-184, ed. 2nd.
  • Bailey C & Butcher D (2008) External perspective: an under-utilised strategic leadership capability. In: Leadership Learning: Knowledge into Action. Turnbull James K, Collins J (ed.), Palgrave.
  • Clarke M, Butcher D & Bailey C (2003) Strategically aligned leadership development. In: Leadership in Organizations: Current Issues and Key Trends. Storey J (ed.), London: Routledge, p. 271-292.