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Developing apprentice leaders through critical reflection (2019)
Journal Article
Schedlitzki, D. (2019). Developing apprentice leaders through critical reflection. Higher Education, Skills and Work-based Learning, 9(2), 237-247. https://doi.org/10.1108/HESWBL-09-2018-0095

Purpose: The purpose of this paper is to explore opportunities for delivering sustainable leadership education through critical reflection embedded in the framework of higher and degree apprenticeships. Design/methodology/approach: This paper contrib... Read More about Developing apprentice leaders through critical reflection.

Bringing the ugly back: A dialogic exploration of ethics in leadership through an ethno-narrative re-reading of the Enron case (2018)
Journal Article
Edwards, G., Hawkins, B., & Schedlitzki, D. (2019). Bringing the ugly back: A dialogic exploration of ethics in leadership through an ethno-narrative re-reading of the Enron case. Human Relations, 72(4), 733-754. https://doi.org/10.1177/0018726718773859

© The Author(s) 2018. In this article, we adopt a dialogic approach to examining narratives on ethics in leadership. We do this through an ethno-narrative re-reading of writing on the Enron case informed by Bakhtin’s ideas on dialogue. Employing conc... Read More about Bringing the ugly back: A dialogic exploration of ethics in leadership through an ethno-narrative re-reading of the Enron case.

The absent follower: Identity construction within organisationally assigned leader–follower relations (2017)
Journal Article
Schedlitzki, D., Edwards, G., & Kempster, S. (2018). The absent follower: Identity construction within organisationally assigned leader–follower relations. Leadership, 14(4), 483-503. https://doi.org/10.1177/1742715017693544

© The Author(s) 2017. This article seeks to add to our understanding of processes of identity construction within organisationally assigned leader–follower relations through an exploration of the role of the absent, feminised follower. We situate our... Read More about The absent follower: Identity construction within organisationally assigned leader–follower relations.

Leadership, Management and the Welsh Language (2016)
Journal Article
Schedlitzki, D., Edwards, G., & While, G. (2017). Leadership, Management and the Welsh Language. European Management Review, 14(1), 19-31. https://doi.org/10.1111/emre.12087

© 2016 European Academy of Management Adopting a multilingual perspective, this empirical paper explores the varied use and meanings of referents of leadership and management among 24 Welsh senior managers. We argue the importance of recognizing the... Read More about Leadership, Management and the Welsh Language.

Working with Language: A Refocused Research Agenda for Cultural Leadership Studies (2016)
Journal Article
Schedlitzki, D., Ahonen, P., Edwards, G., Gaggiotti, H., & Wankhade, P. (2017). Working with Language: A Refocused Research Agenda for Cultural Leadership Studies. International Journal of Management Reviews, 19(2), 237-257. https://doi.org/10.1111/ijmr.12100

© 2016 British Academy of Management and John Wiley & Sons Ltd This paper critically reviews existing contributions from the field of cultural leadership studies with a view to highlighting the conceptual and methodological limitations of the domin... Read More about Working with Language: A Refocused Research Agenda for Cultural Leadership Studies.

Leadership development: A place for storytelling and Greek mythology? (2015)
Journal Article
Schedlitzki, D., Jarvis, C., & MacInnes, J. (2015). Leadership development: A place for storytelling and Greek mythology?. Management Learning, 46(4), 412-426. https://doi.org/10.1177/1350507614560303

© 2014, © The Author(s) 2014. This article explores how storytelling and Greek mythology within classroom-based leadership development may facilitate learning to deal with ambiguity and social construction in leadership practice. We aim to show how u... Read More about Leadership development: A place for storytelling and Greek mythology?.

Exploring power assumptions in the leadership and management debate (2015)
Journal Article
Edwards, G., Schedlitzki, D., Turnbull, S., & Gill, R. (2015). Exploring power assumptions in the leadership and management debate. Leadership and Organization Development Journal, 36(3), 328 -343. https://doi.org/10.1108/LODJ-02-2013-0015

Purpose – The purpose of this paper is to take a fresh look at the leadership and management debate through exploring underlying power assumptions in the literature. Design/methodology/approach – The paper is a conceptual discussion that draws on... Read More about Exploring power assumptions in the leadership and management debate.

Using Creative Techniques in Leadership Learning and Development: An Introduction (2015)
Journal Article
Edwards, G., Elliott, C., Iszatt-White, M., & Schedlitzki, D. (2015). Using Creative Techniques in Leadership Learning and Development: An Introduction. Advances in Developing Human Resources, 17(3), 279-288. https://doi.org/10.1177/1523422315586616

© 2015, © The Author(s) 2015. The Problem Leadership development programs have become prolific in organizations in both the public and private sectors, with new initiatives endlessly being developed. Empirical and conceptual work that challenges some... Read More about Using Creative Techniques in Leadership Learning and Development: An Introduction.

Exploring Critical Perspectives of Toxic and Bad Leadership Through Film (2015)
Journal Article
Edwards, G., Schedlitzki, D., Ward, J., & Wood, M. (2015). Exploring Critical Perspectives of Toxic and Bad Leadership Through Film. Advances in Developing Human Resources, 17(3), 363-375. https://doi.org/10.1177/1523422315587903

© 2015, © The Author(s) 2015. The Problem This article considers concepts of toxic and bad leadership from a critical, post-structuralist perspective and illustrates how this can be conveyed to management students through the use of film analysis. In... Read More about Exploring Critical Perspectives of Toxic and Bad Leadership Through Film.

Self-directed learning on a full-time MBA - A cautionary tale (2014)
Journal Article
Schedlitzki, D., & Witney, D. (2014). Self-directed learning on a full-time MBA - A cautionary tale. International Journal of Management Education, 12(3), 203-211. https://doi.org/10.1016/j.ijme.2014.05.001

This article provides a cautionary tale of the complexities of implementing peer learning groups (PLG's) and blended learning approaches for promoting self-directed learning (SDL) in the context of competing objectives for staff and students on a ful... Read More about Self-directed learning on a full-time MBA - A cautionary tale.

Critical and alternative approaches to leadership learning and development (2013)
Journal Article
Edwards, G., Elliott, C., Iszatt-White, M., & Schedlitzki, D. (2013). Critical and alternative approaches to leadership learning and development. Management Learning, 44(1), 3-10. https://doi.org/10.1177/1350507612473929

This article is the introduction to the special issue on 'Critical and Alternative Approaches to Leadership Learning and Development'. This article reviews the past approaches to researching and theorising about leadership learning and development an... Read More about Critical and alternative approaches to leadership learning and development.

Student experiences and views of two different blended learning models within a part-time post-graduate programme (2011)
Journal Article
Jepson, D., Young, P., & Moule, P. (2011). Student experiences and views of two different blended learning models within a part-time post-graduate programme. International Journal of Management Education, 9(3), 37-48. https://doi.org/10.3794/ijme.93.332

Blended learning is an ambiguous concept that has been subject to criticism for its lack of conceptual clarity and pedagogic purpose (Oliver and Trigwell, 2005). Yet, higher education institutions all around the globe are increasingly embracing forms... Read More about Student experiences and views of two different blended learning models within a part-time post-graduate programme.

The importance of national language as a level of discourse within individuals' theorising of leadership - A qualitative study of German and english employees (2010)
Journal Article
Jepson, D., & Schedlitzki, D. (2010). The importance of national language as a level of discourse within individuals' theorising of leadership - A qualitative study of German and english employees. Leadership, 6(4), 425-445. https://doi.org/10.1177/1742715010379311

This article adds to the leadership discourse literature as it explores the so far neglected role of national language as a level within an individual's order of discourses, its relation to other discourses and its possible impact on the individual's... Read More about The importance of national language as a level of discourse within individuals' theorising of leadership - A qualitative study of German and english employees.

Is organisational leadership theory and discourse converging internationally? An examination of the German case (2010)
Journal Article
Jepson, D. (2010). Is organisational leadership theory and discourse converging internationally? An examination of the German case. Scandinavian Journal of Management, 26(1), 1-12. https://doi.org/10.1016/j.scaman.2009.10.001

This paper addresses the issue of convergence/continued divergence within leadership theory and discourse in Germany by revisiting Larsen's (2003) work on German academic contributions to leadership theory between 1920 and 1950 and moving his discuss... Read More about Is organisational leadership theory and discourse converging internationally? An examination of the German case.

Leadership context: The importance of departments (2009)
Journal Article
Jepson, D. (2009). Leadership context: The importance of departments. Leadership and Organization Development Journal, 30(1), 36-52. https://doi.org/10.1108/01437730910927098

Purpose: The purpose of this paper is to explore empirically the importance of context on participants' understanding of leadership behaviour in 12 companies in the German and UK chemical industries. In doing so, it also seeks to review existing lite... Read More about Leadership context: The importance of departments.

Studying leadership at cross-country level: A critical analysis (2009)
Journal Article
Jepson, D., & Schedlitzki, D. (2009). Studying leadership at cross-country level: A critical analysis. Leadership, 5(1), 61-80. https://doi.org/10.1177/1742715008098310

This article critically evaluates the GLOBE project as an example of existing cross-cultural studies into leadership, recognising the project's value in communicating leadership differences across countries and summarising its methodological limitati... Read More about Studying leadership at cross-country level: A critical analysis.