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Charismatic leadership: Beyond love and hate and toward a sense of belonging? (2019)
Journal Article
Parry, K., Cohen, M., Bhattacharya, S., North-Samardzic, A., & Edwards, G. (2019). Charismatic leadership: Beyond love and hate and toward a sense of belonging?. Journal of Management and Organization, 25(3), 398-413

Developing previous work on charismatic leadership by Boas Shamir and Ken, we investigate the contention that followers of charismatic leaders have an emotional connection with that leader in the form of a “sense of belonging” and links to community.... Read More about Charismatic leadership: Beyond love and hate and toward a sense of belonging?.

Mobilizing Change in Public Services: Insights from a Systems Leadership Development Intervention (2019)
Journal Article
Bolden, R., Gulati, A., & Edwards, G. (2020). Mobilizing Change in Public Services: Insights from a Systems Leadership Development Intervention. International Journal of Public Administration, 43(1), 26-36. https://doi.org/10.1080/01900692.2019.1604748

© 2019, © 2019 Taylor & Francis Group, LLC. This paper explores the mobilization of systems change through analysis of a place-based ‘systems leadership’ development intervention aimed to develop the capacity of cross-sector partnerships to tackle... Read More about Mobilizing Change in Public Services: Insights from a Systems Leadership Development Intervention.

Leading Through Art: An Interview With Vicki Heywood CBE, Chair, Royal Society of Arts (2019)
Journal Article
Edwards, G., & O'Regan, N. (2019). Leading Through Art: An Interview With Vicki Heywood CBE, Chair, Royal Society of Arts. Journal of Management Inquiry, 28(1), 71-76. https://doi.org/10.1177/1056492617750491

© The Author(s) 2018. A recent interview with Vicki Heywood, Chair of the Royal Society of the Arts (RSA), highlights the role that arts can play in dealing with complex problems in society today and particularly from an international perspective. Th... Read More about Leading Through Art: An Interview With Vicki Heywood CBE, Chair, Royal Society of Arts.

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.

Field Guide to Leadership Development (2017)
Book
Kempster, S., Turner, A., & Edwards, G. (2017). Field Guide to Leadership Development. Edward Elgar

This Field Guide offers a rich variety of academic approaches to facilitate leadership development in adults. It is an invaluable resource, giving insightful worked examples linked to theory and reflective commentary. The extensive experiences of wor... Read More about Field Guide to Leadership Development.

Facing the monsters: Embracing liminality in leadership development (2017)
Book Chapter
Hawkins, B., & Edwards, G. (2017). Facing the monsters: Embracing liminality in leadership development. In S. Kempster, A. Turner, & G. Edwards (Eds.), Field Guide to Leadership DevelopmentEdward Elgar

This chapter draws on our experiences of the liminal nature of learning about leadership. Liminality is often referred to as a moment of ‘being on a threshold’, or ‘betwixt-and-between’, where new worldviews can be developed and new identities can b... Read More about Facing the monsters: Embracing liminality in leadership development.

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.

Using Greek mythology in leadership development: The role of archetypes for self-reflection (2017)
Book Chapter
Schedlitzki, D., Jarvis, C., & MacInnes, J. (2017). Using Greek mythology in leadership development: The role of archetypes for self-reflection. In S. Kempster, A. Turner, & G. Edwards (Eds.), Field Guide to Leadership Development, 91-102. Edward Elgar

Deep, critical self-reflection is not easy (Reynolds, 1999). It requires time, space, courage and careful support and is often very difficult to achieve in the context of busy, demanding organisational lives where we are expected to be confident, str... Read More about Using Greek mythology in leadership development: The role of archetypes for self-reflection.

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.

From the Black Square to the Red Square: Rebel leadership constructed as process through a narrative on art (2016)
Journal Article
Edwards, G. (2017). From the Black Square to the Red Square: Rebel leadership constructed as process through a narrative on art. Leadership, 13(1), 100-119. https://doi.org/10.1177/1742715015626242

The contribution this paper makes to leadership studies is to advance leadership theory towards a process based perspective based on an appreciation of art. The article does this by using a narrative on art in Russia. The narrative forms the basis fo... Read More about From the Black Square to the Red Square: Rebel leadership constructed as process through a narrative on art.

Anthropological accounts of leadership: Historical and geographical interpretations from indigenous cultures (2015)
Journal Article
Edwards, G. (2015). Anthropological accounts of leadership: Historical and geographical interpretations from indigenous cultures. Leadership, 11(3), 335-350. https://doi.org/10.1177/1742715014536920

© 2014, © The Author(s) 2014. This paper critiques contemporary leadership theory through a historiography of anthropological accounts. Through this review, the paper highlights a number of nuances in the conceptualisation of leadership from differin... Read More about Anthropological accounts of leadership: Historical and geographical interpretations from indigenous cultures.

Reframing, Realignment and Relationships - Interim evaluation of the first place-based programmes for Systems Leadership: Local Vision (2015)
Report
Bolden, R., Gulati, A., Ahmad, Y., Burgoyne, J., Chapman, N., Edwards, G., …Spirit, M. (2015). Reframing, Realignment and Relationships - Interim evaluation of the first place-based programmes for Systems Leadership: Local Vision

In Autumn 2014 Bristol Leadership Centre at the University of the West of England was commissioned to undertake evaluation of the Local Vision programme. The evaluation is designed in two phases. This interim report sets out our findings for Phase... Read More about Reframing, Realignment and Relationships - Interim evaluation of the first place-based programmes for Systems Leadership: Local Vision.

Leadership as community (2015)
Book
Edwards, G. (2015). Leadership as community. Edward Elgar Publishing Ltd

This book takes a fresh look at leadership and leadership learning and development through the lens of community. Developing on from writing around distributed notions of leadership and worldliness the book develops thought towards important dimensio... Read More about Leadership as community.

Managing the monsters of doubt: Liminality, threshold concepts and leadership learning (2015)
Journal Article
Hawkins, B., & Edwards, G. (2015). Managing the monsters of doubt: Liminality, threshold concepts and leadership learning. Management Learning, 46(1), 24-43. https://doi.org/10.1177/1350507613501736

© The Author(s) 2013. In this article, we argue that management and business undergraduate students who are engaged in learning about leadership occupy a liminal space or state of between-ness. Drawing on anthropological conceptualisations of liminal... Read More about Managing the monsters of doubt: Liminality, threshold concepts and leadership learning.

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.

Using a 'Twist in the Tale' to teach critical leadership studies: Reflections and implications (2014)
Presentation / Conference
Sutherland, N., & Edwards, G. (2014, July). Using a 'Twist in the Tale' to teach critical leadership studies: Reflections and implications. Paper presented at 6th Developing Leadership Capacity Conference

This paper augments recent discussions around teaching Critical Leadership Studies (CLS) by suggesting that tutors should not only consider the content of CLS-centric teaching, but also how the narrative of critical modules impacts on efficacious lea... Read More about Using a 'Twist in the Tale' to teach critical leadership studies: Reflections and implications.