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Outputs (54)

Leadership by cavea: The social processes of interorganisational collaborative leadership (2023)
Journal Article
North-Samardzic, A., Kan, M., & Edwards, G. (in press). Leadership by cavea: The social processes of interorganisational collaborative leadership. Journal of Management and Organization, https://doi.org/10.1017/jmo.2023.42

Research on interorganisational collaboration is longstanding however the role leadership plays in such collaborations is often neglected. Using grounded theory, we present a process model of 'leadership by cavea' whereby the relationships across org... Read More about Leadership by cavea: The social processes of interorganisational collaborative leadership.

Collaborative inquiry fuelled by reflexive learning: Changing change (2023)
Journal Article
Antonacopoulou, E., Bento, R., Edwards, G., Hawkins, B., Moldjord, C., Rigg, C., …Stokkeland, . C. (2023). Collaborative inquiry fuelled by reflexive learning: Changing change. Journal of Applied Behavioral Science, 59(4), 740-777. https://doi.org/10.1177/00218863231183217

In this paper, we dig deeper into the reflexive learning that fuels collaborative inquiry by examining the unique ways in which changing itself takes place. We draw on two examples of collaborative inquiry, offering autoethnographic insights from our... Read More about Collaborative inquiry fuelled by reflexive learning: Changing change.

Editorial announcement: New associate editors and editorial board members (2023)
Journal Article
Edwards, G., & Schedlitzki, D. (2023). Editorial announcement: New associate editors and editorial board members. Leadership, 19(2), 109 - 110. https://doi.org/10.1177/17427150231163928

We are delighted to announce that Prof. Sarah Robinson from Rennes School of Business, France, and Prof. Magnus Larsson from Lund University, Sweden, have agreed to join our group of Associate Editors. Both bring great experience and expertise to our... Read More about Editorial announcement: New associate editors and editorial board members.

Editorial transitions part 2 – Hail and hello (2022)
Journal Article
Edwards, G., & Schedlitzki, D. (2023). Editorial transitions part 2 – Hail and hello. Leadership, 19(1), 3-6. 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. (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?.

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.

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.

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.

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 Development. Edward 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., Wankhade, P., Edwards, G., & Gaggiotti, H. (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

© 2016, © The Author(s) 2016. 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. Th... 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. Cheltenham: 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 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 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 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

© Emerald Group Publishing Limited. 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 con... Read More about Exploring power assumptions in the leadership and management debate.

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, Lancaster

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.

A Cultural Approach to Evaluating Leadership Development (2013)
Journal Article
Edwards, G., & Turnbull, S. (2013). A Cultural Approach to Evaluating Leadership Development. Advances in Developing Human Resources, 15(1), 46-60. https://doi.org/10.1177/1523422312467144

The Problem. Current thinking around the evaluation of leadership development programs pays insufficient attention to the way that learning to lead becomes embedded and affected by the cultural context within which leaders and leadership operate. The... Read More about A Cultural Approach to Evaluating Leadership Development.

Special Issue on New Paradigms in Evaluating Leadership Development (2013)
Journal Article
Edwards, G., & Turnbull, S. (2013). Special Issue on New Paradigms in Evaluating Leadership Development. Advances in Developing Human Resources, 15(1), 3-9. https://doi.org/10.1177/1523422312467147

The Problem. Evaluation of leadership development programs has been criticized recently for being based too much on structured evaluation models that do not account for more broad based outcomes and interpretations of leadership development. The Solu... Read More about Special Issue on New Paradigms in Evaluating Leadership Development.

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.

The MLQ factor structure in a UK context (2012)
Journal Article
Edwards, G., Schyns, B., Gill, R., & Higgs, M. (2012). The MLQ factor structure in a UK context. Leadership and Organization Development Journal, 33(4), 369-382. https://doi.org/10.1108/01437731211229304

Purpose: The purpose of this paper is to investigate the factor structure of the Multifactor Leadership Questionnaire (MLQ) in a UK context. For a number of years studies have failed to reproduce the original MLQ factor structure. A paper published i... Read More about The MLQ factor structure in a UK context.

Transformational leadership across hierarchical levels in UK manufacturing organizations (2012)
Journal Article
Edwards, G., & Gill, R. (2012). Transformational leadership across hierarchical levels in UK manufacturing organizations. Leadership and Organization Development Journal, 33(1), 25-50. https://doi.org/10.1108/01437731211193106

Purpose: The purpose of this paper is to report on an empirical study of the effectiveness of transformational, transactional and laissez-faire leadership across hierarchical levels in manufacturing organizations in the UK. The aim was to develop a f... Read More about Transformational leadership across hierarchical levels in UK manufacturing organizations.

Worldly leadership and concepts of community (2012)
Book Chapter
Edwards, G. (2012). Worldly leadership and concepts of community. In S. Turnbull, P. Case, G. Edwards, D. Jepson, & P. Simpson (Eds.), Worldly Leadership (85-103). UK: Palgrave Macmillan

Concepts of community: A framework for contextualizing distributed leadership (2011)
Journal Article
Edwards, G. (2011). Concepts of community: A framework for contextualizing distributed leadership. International Journal of Management Reviews, 13(3), 301-312. https://doi.org/10.1111/j.1468-2370.2011.00309.x

This review of the literature on community and distributed leadership marks out the potential for a more context-rich understanding of the nature of leadership. We begin by reviewing the literature on distributed leadership, noting a shift from clich... Read More about Concepts of community: A framework for contextualizing distributed leadership.

The changing face of leadership (2009)
Book Chapter
Edwards, G. (2009). The changing face of leadership. In F. Charity (Ed.), Charity Finance Yearbook. Plaza Publishing

Developing leadership for sustainable development (2008)
Book Chapter
Edwards, G., Turnbull, S., Stephens, D., & Johnston, A. (2008). Developing leadership for sustainable development. In N. Huber, & M. Harvey (Eds.), Leadership: Impact, Culture and Sustainability. International Leadership Association (ILA)

Are penalty shootouts racist? (2007)
Journal Article
Billsberry, J., Nelson, P., van Meurs, N., & Edwards, G. (2007). Are penalty shootouts racist?. Journal of Sports Science and Medicine, 6(10), 98

Leadership Development for Organizational Change in a New U.K. University (2005)
Journal Article
Turnbull, S., & Edwards, G. (2005). Leadership Development for Organizational Change in a New U.K. University. Advances in Developing Human Resources, 7(3), 396-413. https://doi.org/10.1177/1523422305277178

The problem and the solution. This article reports on the findings of a case study of an organizational development intervention within a new university in the United Kingdom. Previous research into the leadership of higher education has highlighted... Read More about Leadership Development for Organizational Change in a New U.K. University.