Now showing items 1-20 of 40

  • And now for something completely different? The impact of group membership on perceptions of creativity 

    Adarves-Yorno, Inmaculada; Haslam, S. Alexander; Postmes, Tom (Psychology Press, 2008-12)
    A wealth of historical, cultural, and biographical evidence points to the fact that there is considerable variation in different people's judgments of creative products. What is creative to one person is deviant to another, ...
  • Beyond the leader-as-hero: the ACE framework for leader success 

    Walton, Michael (Association of MBAs, 2007-04)
    Too much belief in the leader-as-hero generates unrealistic expectations of senior executives and neglects significant variables which underpin leader performance and effectiveness. Based on a study of consulting assignments ...
  • Business history and the historiographical operation 

    Taylor, Scott; Bell, Emma; Cooke, Bill (Sage, 2009)
    In this article we explore the implications of the epistemological position taken by writers of business history through a critical hermeneutic reading of recent key statements within this field. Using the theoretical lens ...
  • Creative innovation or crazy irrelevance? The contribution of group norms and level of identity to innovate behaviour and perception of creativity 

    Adarves-Yorno, Inmaculada; Postmes, Tom; Haslam, S. Alexander (Elsevier, 2007-05)
    This paper develops an analysis of innovative behavior and creativity that is informed by the social identity perspective. Two studies manipulated group norms and analyzed their impact on creative behavior. The results of ...
  • Creativity is collective 

    Haslam, S. Alexander; Adarves-Yorno, Inmaculada; Postmes, Tom (Nature Publishing Group, 2015-01)
    Psychologists and other commentators have always treated creativity as the ultimate expression of human individuality. However, to fully understand creativity we need to look beyond the individual: Groups and social context ...
  • Developing collective leadership in higher education 

    Bolden, Richard; Petrov, Georgy; Gosling, Jonathan (Leadership Foundation for Higher Education, 2008-02)
  • Distributed leadership 

    Bolden, Richard (University of Exeter, 2007)
    The concept of ‘distributed leadership’ has become popular in recent years as an alternative to models of leadership that concern themselves primarily with the attributes and behaviours of individual ‘leaders’ (e.g. trait, ...
  • Distributed leadership in higher education: rhetoric and reality 

    Bolden, Richard; Petrov, Georgy; Gosling, Jonathan (University of Exeter, 2009)
    In this paper we present findings from research in 12 UK universities that sought to capture a range of perspectives on ‘distributed leadership’ and reveal common and competing experiences within and between institutions. ...
  • Distributed leadership in higher education: what does it accomplish? 

    Gosling, Jonathan; Bolden, Richard; Petrov, Georgy (Sage, 2009)
    The term ‘distributed leadership’ has been prominent in research into educational management for some time. A number of articles have recently questioned the explanatory utility of the concept; in this essay we examine its ...
  • Double agents: gendered organizational culture, control and resistance 

    Hawkins, Beverley (Sage, 2008)
    This article presents ethnographic data showing how recruitment consultants negotiate managerial attempts to control workforce culture. I suggest the values which senior managers encourage consultants to embody prioritize ...
  • Employer engagement with higher education: a literature review 

    Bolden, Richard; Petrov, Georgy (Centre for Leadership Studies, University of Exeter, 2008)
    This report has been produced as part of the South West Higher Level Skills Project. It summarises recent literature on employer engagement with higher education (HE), with a central focus on HE involvement in work based ...
  • A South West Higher Skills Project Research Report 

    Bolden, Richard; Connor, Helen; Duquemin, Anthea; Hirsh, Wendy; Petrov, Georgy (University of Exeter, 2009-07)
    Produced in collaboration with the Council for Industry and Higher Education, this report summarises the findings from analysis of 27 case studies of HE-employer engagement initiatives, particularly those targeted at ...
  • From leaders to leadership 

    Bolden, Richard; Kirk, Philip (ICFAI University Press, 2006-10)
    This article presents a view of institutional leadership that is a relational process of organisational member (and other key stakeholders), irrespective of position or status, taking up their role in the purposes of the ...
  • Gendering the eye of the norm: exploring gendered concertive control processes within two self-managing teams 

    Hawkins, Beverley (Wiley-Blackwell, 2011)
    This article explores the workplace interactions of two self-managed teams of recruitment consultants. I use data from participant observation and recorded interviews to show the gendered nature of what Barker (1993) terms ...
  • How to be sanguine in Sarajevo: Leadership as transformation or tragedy? 

    Gosling, Jonathan; Purg, Dancia (Center for Business as an Agent of World Benefit, Weatherehad School of Management, Case Western Reserve University, 2007)
    Not all successful leadership is good leadership. As Peter Drucker once remarked, the 20th century produced three great leaders: Hitler, Stalin and Mao. Conversely, many leaders who fail to achieve their aims nonetheless ...
  • Is workplace harassment generic or a result of context? 

    Walton, Michael (British Association for Counselling and Psychotherapy, 2009-12)
    Harassment at work remains a significant problem and, in its various guises, threatens the wellbeing of those affected, and the integrity and internal equilibrium of an organisation. It seeks to capitalise on, and possibly ...
  • Leadership competencies: time to change the tune? 

    Bolden, Richard; Gosling, Jonathan (Sage, 2006)
    This paper indicates how the competency approach to leadership could be conceived of as a repeating refrain that continues to offer an illusory promise to rationalise and simplify the processes of selecting, measuring and ...
  • Leadership Development in Context 

    Bolden, Richard (Centre for Leadership Studies, University of Exeter, 2006-08)
    Welcome to the third in a series of research reports from Leadership South West, the regional Centre of Excellence in leadership, based at the Centre for Leadership Studies, University of Exeter. This report builds on from ...
  • Leadership Development in Management Education 

    Gosling, Jonathan (Association of MBAs, 2004-04)
    It is possible to summarise the objective of leadership as “direction setting”. In a large organisation these two simple words encapsulate a host of intriguing problems, sometimes nearly impossible to resolve because they ...
  • Leadership Development in Small and Medium Sized Enterprises: Final Report 

    Bolden, Richard (Centre for Leadership Studies, University of Exeter, 2001-07)
    This report presents the outcomes of a two-phase programme on leadership development in Small and Medium Sized Enterprises (SMEs) in South West England. Phase One of the programme was an independent piece of research to ...