Mr Aaron Page

About me:

Aaron Page is a Lecturer in Leadership and Organisational Behaviour, and is Early Career Academic representative for members of staff in the Department of Management in the University of Exeter Business School.

In the past, Aaron has worked on projects in collaboration with several external institutions including, but not limited to: the Financial Reporting Council (monitoring the extent to which FTSE 350 listed firms complied with the UK Corporate Governance Code’s provisions on diversity report), The National Aeronautics and Space Administration (exploring the economic impact of COVID-19 restrictions in China), and Exeter City Football Club (evaluating supporter engagement).

He conducts research in the fields of gender equality, leadership, change, and corporate governance. Aaron’s research has been published in leading academic journals (such as Science Advances and The Leadership Quarterly).

Aaron received his PhD in 2024 from the University of Exeter Business School, University of Exeter. In his thesis, he explored (1) how is the genderbased trickledown effect between the corporate board and senior management team influenced by unexpected introduction of soft law regulation on board gender diversity, (2) what is the relationship between women on boards and the disclosure of information on board gender diversity, and finally he presented a new method outlining (3) how researchers can use automated topic modelling techniques to study gender diversity disclosures within corporate documents.

Aaron’s current research primarily focuses on corporate governance, specifically his research has several streams: studying the impact of regulatory interventions to promote corporate disclosure on the issue of gender diversity on corporate boards; evaluating the impact of board characteristics on positive (or negative) disclosure; and exploring the impact of exogenous shocks (e.g., sudden regulatory change) on board decision making.

In addition to this, Aaron is also working on a project understand the content of significant leadership incidents — that is, leader behaviours that have a substantial impact on followers’ perceptions of and feelings about their leaders — and the impact of these incidents on follower health and wellbeing and identification with their leader.