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Editorial transitions part 2 – Hail and hello (2022)
Journal Article
Edwards, G., & Schedlitzki, D. (in press). Editorial transitions part 2 – Hail and hello. Leadership, 174271502211473. https://doi.org/10.1177/17427150221147371

This issue of Leadership marks a new year and a new volume but also our first issue as Co-Editors-in-Chief. We are absolutely delighted to be working with colleagues in continuing the success of the journal and are indebted to Dennis Tourish for all... Read More about Editorial transitions part 2 – Hail and hello.

Why is collective leadership so elusive? (2022)
Journal Article
Edwards, G., & Bolden, R. (in press). Why is collective leadership so elusive?. Leadership, https://doi.org/10.1177/17427150221128357

This ‘Leading Questions’ thought piece explores the elusive nature of collective leadership. We use our previous experiences to explore issues that tend to go unnoticed and unreported within the academic analysis of collective forms of leadership, in... Read More about Why is collective leadership so elusive?.

Leadership Development Evaluation (LDE): Reflections on a collaboratory approach (2022)
Journal Article
Smith, S. M., Edwards, G., Palmer, A., Bolden, R., & Watton, E. (in press). Leadership Development Evaluation (LDE): Reflections on a collaboratory approach. International Journal of Organizational Analysis, https://doi.org/10.1108/IJOA-11-2021-3056

Purpose: The purpose of this paper is to report on the experience of attempting a “collaboratory” approach in sharing knowledge about leadership development evaluation (LDE). A collaboratory intertwines “collaboration” and “laboratory” to create inno... Read More about Leadership Development Evaluation (LDE): Reflections on a collaboratory approach.

Exploring the leadership development journey of SME owner-managers (2022)
Journal Article
Vuhuong, J., & Edwards, G. (2022). Exploring the leadership development journey of SME owner-managers. Journal of Management Development, 41(2), 53-69. https://doi.org/10.1108/JMD-10-2021-0271

Purpose: This research aimed to investigate influences on and opinions of leadership development in small and medium-sized enterprise (SME) business owner-managers. Therefore, the objective of this study was to respond to the research question – How... Read More about Exploring the leadership development journey of SME owner-managers.

Putting leadership in its place: Introduction to the special issue (2022)
Journal Article
Sutherland, N., Bolden, R., Edwards, G., & Schedlitzki, D. (2022). Putting leadership in its place: Introduction to the special issue. Leadership, 18(1), 3-12. https://doi.org/10.1177/17427150221083498

This special issue emerges from a call for papers issued following the 18th International Studying Leadership Conference, hosted at the University of the West of England in December 2019, which addressed the theme of ‘Putting leadership in its place’... Read More about Putting leadership in its place: Introduction to the special issue.

Studying Leadership: Traditional and Critical Approaches, Third Edition (2021)
Book
Schedlitzki, D., & Edwards, G. (2021). Studying Leadership: Traditional and Critical Approaches, Third Edition. SAGE Publications

Reflections from the field (mountain, cityscape and park): Walking for management development and links to being-in-the world, belonging and ‘Ba’ (2021)
Journal Article
Turner, A., Edwards, G., Latham, C., & Shortt, H. (2021). Reflections from the field (mountain, cityscape and park): Walking for management development and links to being-in-the world, belonging and ‘Ba’. Journal of Management Development, 40(5), 313-323. https://doi.org/10.1108/JMD-11-2020-0362

Purpose: The purpose of this paper, based on reflections from practice, is to shed light on the realities of using walking as a tool for learning and development. This is done through an initial analysis of longitudinal reflective data spanning seven... Read More about Reflections from the field (mountain, cityscape and park): Walking for management development and links to being-in-the world, belonging and ‘Ba’.

Problematizing leadership learning facilitation through a trickster archetype: An investigation into power and identity in liminal spaces (2021)
Journal Article
Edwards, G., Hawkins, B., & Sutherland, N. (2021). Problematizing leadership learning facilitation through a trickster archetype: An investigation into power and identity in liminal spaces. Leadership, 17(5), 542-559. https://doi.org/10.1177/1742715021998229

This study uses the archetype of a ‘trickster’ to reflect back on, and hence problematize, the role of the educator/facilitator identity in leadership learning. This is based on the view that a trickster is a permanent resident in liminal spaces and... Read More about Problematizing leadership learning facilitation through a trickster archetype: An investigation into power and identity in liminal spaces.

Where have all the followers gone? (2020)
Journal Article
Kempster, S., Schedlitzki, D., & Edwards, G. (2021). Where have all the followers gone?. Leadership, 17(1), 118-128. https://doi.org/10.1177/1742715020983223

In this short article, we explore and problematise the axiomatic assumption of follower in the field of leadership studies notably the leader–follower axiom as the essential foundation of much leadership theorising. We do so, firstly by drawing on ou... Read More about Where have all the followers gone?.

Leadership, authenticity and representation in troubled times (2020)
Presentation / Conference
Bolden, R., Oliver, T., & Edwards, G. (2020, November). Leadership, authenticity and representation in troubled times. Paper presented at ILA 22nd Annual Global Conference

In this paper we draw on insights from political science and leadership studies to explore how dynamics of representation play out within place-based leadership. We focus on a case study of Marvin Rees, the Mayor of Bristol’s response to the topplin... Read More about Leadership, authenticity and representation in troubled times.

Leadership development outcomes research and the need for a time-sensitive approach (2020)
Journal Article
Joseph-Richard, P., Edwards, G., & Hazlett, S. (2021). Leadership development outcomes research and the need for a time-sensitive approach. Human Resource Development International, 24(2), 173-199. https://doi.org/10.1080/13678868.2020.1815155

Many leadership development studies consider developing leadership as a dynamic process that takes time. However, few evaluative inquiries examine the effects of time on leadership development outcomes. As the concept of time has begun to receive th... Read More about Leadership development outcomes research and the need for a time-sensitive approach.

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.

Studying Leadership: Traditional and Critical Approaches (2017)
Book
Schedlitzki, D., & Edwards, G. (2017). Studying Leadership: Traditional and Critical Approaches. Sage

This book is a dynamic guide to key leadership theories, topics and trends.

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.

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.

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.