All Outputs (65)

Making a difference: Opportunities and challenges for critical leadership studies (2024)
Book Chapter
Bolden, R. (2024). Making a difference: Opportunities and challenges for critical leadership studies. In O. Smolović-Jones, S. Wilson, H. Liu, & D. Knights (Eds.), Routledge Critical Companion to Leadership Studies. Taylor & Francis (Routledge)

Critical Leadership Studies (CLS) is founded on the premise that the leader-centrism that characterises traditional approaches to leadership theory, practice and development constrains the ability to work in more inclusive, collaborative and sustaina... Read More about Making a difference: Opportunities and challenges for critical leadership studies.

Paradoxes of multi-level leadership: Insights from an integrated care system (2023)
Journal Article
Bolden, R., Kars, S., Jarvis, C., & Sheffield, R. (2023). Paradoxes of multi-level leadership: Insights from an integrated care system. Journal of Change Management, 23(4), 337-357. https://doi.org/10.1080/14697017.2023.2234388

In this paper, we draw on systems leadership, complexity and paradox theory to elucidate the tensions that organisational actors experience when practising multi-level leadership. We explore these issues through a study of the perceptions and experie... Read More about Paradoxes of multi-level leadership: Insights from an integrated care system.

Organisational leadership: Introduction to the special issue (2023)
Journal Article
Bolden, R., Jain, A. K., & Atapattu, M. (2023). Organisational leadership: Introduction to the special issue. Colombo Business Journal, 14(1), 1-6. https://doi.org/10.4038/cbj.v14i1.138

In this special issue, we focus on the topic of organisational leadership. The call for papers was intentionally quite broad, recognising that what happens in organisations is influenced by societal trends and issues, as well as the particular charac... Read More about Organisational leadership: Introduction to the special issue.

Rise of the machines (2023)
Digital Artefact
Bolden, R. (2023). Rise of the machines. [https://ilaglobalnetwork.org/rise-of-the-machines/]

ILA Fellow, Professor Richard Bolden (University of the West of England), asked ChatGPT-4 to identify the top implications of AI for leadership. Bolden shares the generative AI’s response as well as some general principles leadership professionals ca... Read More about Rise of the machines.

Exploring Leadership: Individual, organizational and societal perspectives, 2nd Edition (2023)
Book
Bolden, R., Gosling, J., & Hawkins, B. (2023). Exploring Leadership: Individual, organizational and societal perspectives, 2nd Edition. (2nd Edition). Oxford: Oxford University Press

What is leadership and why does it matter? Why do people willingly follow some leaders and not others? How can we develop more inclusive and effective leadership? Leadership is one of the most talked about yet least understood concepts in busine... Read More about Exploring Leadership: Individual, organizational and societal perspectives, 2nd Edition.

Reflections from advances in global leadership's Emerald Literati award winners (2023)
Book Chapter
Osland, J. S., Levy, O., Peiperl, M., Huesing, T., Ludema, J. D., Ann Nelson, J., …Miska, C. (2023). Reflections from advances in global leadership's Emerald Literati award winners. In J. S. Osland, B. S. Reiche, M. E. Mendenhall, & M. L. Maznevski (Eds.), Advances in Global Leadership, Volume 15 (181-213). Bingley: Emerald. https://doi.org/10.1108/S1535-120320230000015006

The book/journal editors of Emerald Publishing are asked to select the Outstanding Author Contribution in each volume, which is a difficult choice. Before the COVID-19 pandemic, the Emerald Literati Awards were handed out in a ceremony at the Academy... Read More about Reflections from advances in global leadership's Emerald Literati award winners.

Leaving Leadership (2023)
Digital Artefact
Bolden, R. (2023). Leaving Leadership. [Blog]

ILA Fellow Richard Bolden delves into what the surprise resignations of Nicola Sturgeon and Jacinda Ardern reveal about today’s toxic leadership contexts, what it means to be a “strong leader,” and how leaders transition out of their roles.

Paradoxes of leadership (2023)
Book Chapter
Bolden, R. (2023). Paradoxes of leadership. In G. R. Goethals, S. T. Allison, & G. J. Sorenson (Eds.), The SAGE Encyclopedia of Leadership Studies. SAGE Publications

Recognizing the tensions and contradictions within leadership theory and practice is an important starting point for developing more creative and constructive ways of working. The ambiguity, uncertainty and complexity that now permeate all areas of... Read More about Paradoxes of leadership.

Why is collective leadership so elusive? (2022)
Journal Article
Edwards, G., & Bolden, R. (2023). Why is collective leadership so elusive?. Leadership, 19(2), 167–182. 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?.

Evaluating shifting perceptions and configurations of social capital in leadership development (2022)
Journal Article
Gilani, P., Bolden, R., & Pye, A. (2023). Evaluating shifting perceptions and configurations of social capital in leadership development. Leadership, 19(1), 63-84. https://doi.org/10.1177/17427150221133888

Whilst Day's (2000) description of leadership development as an investment in social capital has been widely cited, there has been little subsequent empirical or theoretical work to explore and articulate the nature and purpose of this ‘social capita... Read More about Evaluating shifting perceptions and configurations of social capital in leadership development.

Learning from collective lived experience: A case study of an experts by experience group (2022)
Journal Article
Pawson, C., Bolden, R., Isaac, B., Joseph, F., Hannah, M., & Sandai, S. (2022). Learning from collective lived experience: A case study of an experts by experience group. Housing, Care and Support, 25(3/4), 223-235. https://doi.org/10.1108/HCS-12-2021-0048

Purpose: The purpose of this paper is to present a case study tracking the development and engagement of a group of experts by experience (The Independent Futures (IF) Group) who provided a lived experience voice to the Bristol Golden Key (GK) partne... Read More about Learning from collective lived experience: A case study of an experts by experience group.

An emergent process for activating system change: Insights from Golden Key Bristol (2022)
Journal Article
Fouracre, B., Fisher, J., Bolden, R., Coombs, B., Isaac, B., & Pawson, C. (2022). An emergent process for activating system change: Insights from Golden Key Bristol. Housing, Care and Support, 25(3/4), 250-261. https://doi.org/10.1108/HCS-12-2021-0039

Purpose: The purpose of this paper is to present insights into the way in which system change can be activated around the provision of services and support for people experiencing multiple disadvantages in an urban setting. Design/methodology/approac... Read More about An emergent process for activating system change: Insights from Golden Key Bristol.

A systems approach to tackling severe and multiple disadvantage (2022)
Digital Artefact
Bolden, R. (2022). A systems approach to tackling severe and multiple disadvantage. [Blog post]

ILA Fellow Richard Bolden discusses his work leading an independent evaluation of Bristol Golden Key, a collaborative partnership project designed to transform services for people with multiple complex needs such as homelessness and substance misuse.... Read More about A systems approach to tackling severe and multiple disadvantage.

Leadership in global higher education: Findings from a scoping study (2022)
Report
Watermeyer, R., Bolden, R., Knight, C., & Holm, J. (2022). Leadership in global higher education: Findings from a scoping study. York: Advance HE

This scoping study was commissioned by Advance HE to inform the development of a higher education (HE) leadership survey, with the aim of investigating what works for leadership in higher education and related organisations. The timing of this study... Read More about Leadership in global higher education: Findings from a scoping study.

Systems change for multiple complex needs: A practical tool (2022)
Report
Bolden, R., Isaac, B., Pawson, C., & Gasper, R. (2022). Systems change for multiple complex needs: A practical tool. Bristol: Golden Key

This tool is intended to be used by anyone who is developing or running a systems change activity or project for people with multiple complex needs. We encourage you to use the tool to identify practical actions in seven key areas which can improve t... Read More about Systems change for multiple complex needs: A practical tool.

Golden key local evaluation - Phase 5 final report (2022)
Report
Isaac, B., Pawson, C., Bolden, R., Warren, S., Buser, M., & Anning, A. (2022). Golden key local evaluation - Phase 5 final report. Bristol: Golden Key

This final local evaluation report marks the culmination of an intensive eight-years following the work of Golden Key (GK) to transform services for people in Bristol with severe and multiple disadvantage. Previous phases of the local evaluation hav... Read More about Golden key local evaluation - Phase 5 final report.

Artful ways of building bridges: Using visual metaphors to shine a light on developing the leadership capacity to listen to and bear witness to staff lived experience (2022)
Presentation / Conference
Bolden, R., Burton, J., & Grizzle, C. (2022, July). Artful ways of building bridges: Using visual metaphors to shine a light on developing the leadership capacity to listen to and bear witness to staff lived experience. Presented at Developing Leadership Capacity Conference, UWE, Bristol

NHS staff and leaders continue to be under significant pressure to plug the gaps in public service delivery that have been exposed and exacerbated by Covid. With increasing levels of workload comes the kinds of stress and pressure that is damaging em... Read More about Artful ways of building bridges: Using visual metaphors to shine a light on developing the leadership capacity to listen to and bear witness to staff lived experience.

Supporting innovation and driving system change through compassionate leadership (2022)
Presentation / Conference
Bolden, R., & Mahoney, H. (2022, July). Supporting innovation and driving system change through compassionate leadership. Presented at Developing Leadership Capacity Conference, Bristol Business School, UWE, Bristol

Golden Key is a Bristol-based, eight-year, £10 million system change programme focused on addressing the systemic challenges faced by people experiencing multiple disadvantages. The delivery is partnership-focussed and was reviewed by local and nati... Read More about Supporting innovation and driving system change through compassionate leadership.

Addicted to leadership: From crisis to recovery (2022)
Book Chapter
Hartley, L., & Bolden, R. (2022). Addicted to leadership: From crisis to recovery. In Post-Pandemic Leadership: Exploring solutions to a crisis (112-126). Abingdon: Routledge

This chapter looks at why we default towards toxic types of leadership and compares this behaviour to the drivers behind drug and alcohol addiction. Changing our mental models of leadership, the authors argue, is akin to the process of recovery. They... Read More about Addicted to leadership: From crisis to recovery.

Leadership Development Evaluation (LDE): Reflections on a collaboratory approach (2022)
Journal Article
Smith, S. M., Edwards, G., Palmer, A., Bolden, R., & Watton, E. (2023). Leadership Development Evaluation (LDE): Reflections on a collaboratory approach. International Journal of Organizational Analysis, 31(6), 2595-2609. 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.