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Jane Howell

Professor Emeritus, Organizational Behaviour

Contact Information

Expertise

  • Leadership
  • Innovation
  • Change
  • Champions
  • Teams
  • Coaching

Research Publications

  • To search for publications by a specific faculty member, select the database and then select the name from the Author drop down menu.

Jane Howell is an emeritus Professor of Organizational Behaviour at the Ivey Business School. Professor Howell earned her Ph.D. in Business Administration and B.A. in Psychology from The University of British Columbia, and her M.A. in Counseling Psychology from Western University. Prior to joining the Ivey faculty in 1984, Jane worked with the B.C. Justice Institute where she trained police officers in domestic violence intervention and conflict resolution. After dealing with volatile situations, Jane moved to the safer corporate environment of the Toronto Dominion Bank where she worked in Human Resources for two years.

In 1998 Professor Howell received the University's Edward G. Pleva Award for Teaching Excellence and Innovation, and in 2007 was presented with the Dean Carol Stephenson Excellence in Executive MBA Teaching Award. She teaches leadership and change in Ivey's Executive MBA (Hong Kong and Toronto), and Ph.D. programs, as well as custom executive development programs. Jane has written over 60 cases related to high performing organizations, leadership, teams, and coaching.

Jane has developed and delivered custom executive development programs on leadership, change, teams, and coaching, for companies in North America, Europe, Asia and Africa including, most recently, BMO Financial Group, BMO China, Mattel Asia, J.D. Irving, Aecon, Esquel Enterprise Ltd., Petro-Canada,  Maple Leaf Foods, John Squire and Sons, and 3M Canada. Jane is also an executive coach, and has consulted and led executive retreats with many enterprises such as London Life, J.D. Irving, Royal Bank Financial Group, and Spar Aerospace.

Jane's research interests since the early 1980s have included high performing leaders, teams, and organizations, and champions of innovation. She has published over 50 journal articles and book chapters on these topics and have received international awards for her work. She is currently involved in three multi-year research projects: leading during crisis and adversity; assessing global leadership practices; and accelerating new product development. Jane has served on the editorial board of The Leadership Quarterly since 1993, and is a reviewer for several journals in Organizational Behavior.

From 1998 to 2001, Jane was Associate Dean, Faculty Development and member of the Ivey Executive Committee and the Ivey Advisory Board. She has also served as a board member for The National Centre for Management Research and Development and The Original Kids Theatre Company.

Teaching

  • Leadership (Executive MBA and MBA programs)
  • Leading Change (Executive MBA program)
  • Managing People for Exceptional Performance (MBA and HBA programs)
  • Ph.D. Seminar in Individual Behaviour (Ph.D. program)

Education

  • BA, UBC
  • MA, Western
  • PhD, UBC

Recent Refereed Articles

  • Sommer, A.; Howell, J. M.; Hadley, C., (Forthcoming), "Keeping Positive and Building Strength: The Role of Affect and Team Leadership in Developing Resilience during an Organizational Crisis", Group & Organization Management.
  • Wang, X.; Howell, J. M., 2012, "A Multilevel Study of Transformational Leadership, Identification, and Follower Outcomes", Leadership Quarterly, September 23(5): 775 - 790.
  • Wang, X.; Howell, J. M., 2010, "Exploring the Dual-Level Effects of Transformational Leadership", Journal of Applied Psychology, November 95(6): 1134 - 1144.
  • Boies, K.; Howell, J. M., 2009, "Leading Military Teams to Think and Feel: Exploring the Relations between Leadership, Soldiers' Cognitive and Affective Processes, and Team Effectiveness", Military Psychology, April 21(2): 216 - 232.
  • Boies, K.; Howell, J. M., 2006, "Leader-Member Exchange in Teams: An Examination of the Interaction between Relationship Differentiation and Mean LMX in Explaining Team-Level Outcomes", Leadership Quarterly, June 17(3): 246 - 257.
  • Howell, J. M.; Shea, C. M., 2006, "Effects of Champion Behavior, Team Potency, and External Communication Activities on Predicting Team Performance", Group & Organization Management, April 31(2): 180 - 211.
  • Howell, J. M., 2005, "The Right Stuff: Identifying and Developing Effective Champions of Innovation", Academy of Management Perspectives, December 19(2): 108 - 119.
  • Howell, J. M.; Shea, C. M.; Higgins, C. A., 2005, "Champions of Product Innovations: Defining, Developing and Validating a Measure of Champion Behavior", Journal of Business Venturing, September 20(5): 641 - 661.
  • Howell, J. M.; Neufeld, D. J.; Avolio, B. J., 2005, "Examining the Relationship of Leadership and Physical Distance with Business Unit Performance", Leadership Quarterly, April 16(2): 273 - 285.
  • Howell, J. M.; Shamir, B., 2005, "The Role of Followers in the Charismatic Leadership Process: Relationships and their Consequences", Academy of Management Review, January 30(1): 96 - 112.
  • Howell, J. M.; Boies, K., 2004, "Champions of Technological Innovation: The Influence of Contextual Knowledge, Role Orientation, Idea Generation, and Idea Promotion on Champion Emergence", Leadership Quarterly, April 15(1): 123 - 143.
  • Howell, J. M.; Shea, C. M., 2001, "Individual differences, environmental scanning, innovation framing and champion behavior: Key predictors of project performance", Journal of Product Innovation Management, January 18(1): 15 - 27.
  • Shea, C. M.; Howell, J. M., 2000, "Efficacy Performance Spirals: An Empirical Test", Journal of Management, January 26(4): 791 - 812.
  • Avolio, B. J.; Howell, J. M.; Sosik, J. J., 1999, "A Funny Thing Happened on the Way to the Bottom Line: Humor as a Moderator of Leadership Style Effects", Academy of Management Journal, January 42(2): 219 - 227.
  • Howell, J. M.; Hall-Merenda, K., 1999, "The Ties That Bind: The Impact of Leader-Member Exchange, Transformation and Transactional Leadership, and Distance on Predicting Follower Performance", Journal of Applied Psychology, January 84(5): 680 - 694.

For more publications please see our Research Database

Experience

  • Professor of Organizational Behaviour, Ivey Business School, Western University (2001-present)
  • Associate Dean, Faculty Development, Ivey Business School, Western University (1998-2001)
  • Associate Professor of Organizational Behaviour, Ivey Business School, Western University (1993-2000)
  • Assistant Professor of Organizational Behaviour, Ivey Business School, Western University, (1984-1992)
  • Visiting Scholar, Faculty of Management Studies, The University of Toronto (1988-1989)

Research/Course Development

  • Leadership
  • Followership
  • Champions of Innovations
  • Teams
  • Change