{"id":116,"date":"2018-10-11T14:00:52","date_gmt":"2018-10-11T14:00:52","guid":{"rendered":"http:\/\/wp.lancs.ac.uk\/islc-2018\/?page_id=116"},"modified":"2019-08-12T16:00:59","modified_gmt":"2019-08-12T16:00:59","slug":"conference-proceedings","status":"publish","type":"page","link":"http:\/\/wp.lancs.ac.uk\/islc-2018\/conference-proceedings\/","title":{"rendered":"Paper Abstracts"},"content":{"rendered":"

Download Conference Programme- ISLC2018_Timetable<\/a><\/p>\n

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Lead Author Surname<\/strong><\/td>\nFirst Name<\/strong><\/td>\nInstitution<\/strong><\/td>\nPaper Title<\/strong><\/td>\nAbstract PDF<\/strong><\/td>\nFull Paper PDF (If Submitted)<\/strong><\/td>\n<\/tr>\n
Abbott<\/td>\nGeoffrey<\/td>\nQUT<\/td>\nLeadership Coaching and Power: Ethical Considerations<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Alvehus<\/td>\nJohan<\/td>\nLund University<\/td>\nCo-producing leadership in a professional context: Institutional logics and the problem of power<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Antonacopoulou<\/td>\nElena<\/td>\nUniversity of Liverpool Management School<\/td>\nSensuous Leadership for a VUCA World<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Appelqvist<\/td>\nMaria<\/td>\nMalmo University<\/td>\nLeadership & Sexuality<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Asad<\/td>\nSarosh<\/td>\nCopenhagen Business School<\/td>\nNarcissistic Leadership and Multi-Level Target Setting of Women Quotas<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Birch<\/td>\nJill<\/td>\nBirch Grove Inc.<\/td>\nEchoes, Images and Words: Exploring Autoethnography’s Capacity to Show Power Relations within Leadership Practices<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Chace<\/td>\nSarah<\/td>\nChristopher Newport University<\/td>\nContext vs. Holding Environment: What’s Power Got To Do With It?<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Chaffer<\/td>\nJo<\/td>\nInstitute for Leadership and Sustainability<\/td>\nPushes and pulls of leadership forms: the genius loci, the dynamic administrator and the space between<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Chen<\/td>\nHaoyang<\/td>\nHong Kong Baptist University<\/td>\nThe Relationship Between Gender Stereotypes and Female Leadership Effectiveness: A Study of Female Leaders in Mainland China<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Ciulla<\/td>\nJoanne<\/td>\nRutgers University<\/td>\nResentment and the Inversion of Values in Trump\u2019s America<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Conroy<\/td>\nMervyn<\/td>\nUniversity of Birmingham<\/td>\nThe use of phronesis in ethical decision making for leaders<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Conroy<\/td>\nChristopher<\/td>\nRMIT University<\/td>\nWhy the quest for authentic organisational leadership is tied up in knots and how creative practice research might help us to set it free.<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/a><\/td>\n<\/tr>\n
Cullen<\/td>\nJohn<\/td>\nMaynooth University School of Business<\/td>\nMoral Injury and Ethical Leadership<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Davies<\/td>\nJennifer<\/td>\nUniversity of Birmingham<\/td>\n\u201cDon\u2019t ask me I\u2019m just an administrator!\u201d A Foucauldian take on Distributed Leadership and Power<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Dias<\/td>\nSurani<\/td>\nPostgraduate Institute of Management<\/td>\nThe Mirror Image: Authentic Leadership from Leader and Subordinates Perspectives<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/a><\/td>\n<\/tr>\n
Empson<\/td>\nLaura<\/td>\nCass Business School<\/td>\nAmbiguous Authority and Hidden Hierarchy: Collective leadership and power dynamics in a professional service firm<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Filosof<\/td>\nJane<\/td>\nUniversity of Hertfordshire<\/td>\nFollowers as leaders: exploring the follower-leader dynamics in a business project with students co-investigators<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Gilani<\/td>\nParisa<\/td>\nBournemouth University<\/td>\nLeadership Chaos: When Power is in the Hands of Followers<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/a><\/td>\n<\/tr>\n
Guthey<\/td>\nEric<\/td>\nCopenhagen Business School<\/td>\nStart\u2019Em Early: Confessional Culture in US Undergraduate Leadership Development<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Humphreys<\/td>\nDeborah<\/td>\nLiverpool John Moores, Liverpool Business School<\/td>\nCognitive mapping, power and the discursive construction of leader identity<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Jacklin-Jarvis<\/td>\nCarol<\/td>\nThe Open University<\/td>\nPowerful practice or panacea? Collaborative leadership in the UK voluntary sector<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Jackson<\/td>\nLace<\/td>\nThe Open University<\/td>\nUndoing leadership in the shadow of a colonial legacy?<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Jimenez-Luque<\/td>\nAntonio<\/td>\nUniversity of San Diego<\/td>\nLeadership, Symbolic Power, and a Process of Cultural Resistance<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Johansson<\/td>\nClare<\/td>\nSwinburne University of Technology<\/td>\nAll for One and One for All: Aboriginal Leaders\u2019 Well-Being and Self-Determination<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Jordan-Daus<\/td>\nKerry<\/td>\nCanterbury Christ Church University<\/td>\nOur Leadership Diptych<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Kelly<\/td>\nSimon<\/td>\nUniversity of Huddersfield<\/td>\nRethinking the Leaderful Body: The Jujutsuffragettes and the Gentle Art of Yielding<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Knox<\/td>\nMerrel<\/td>\nNorthumbria University<\/td>\nShared leadership in dangerous contexts The implications for emergency response teams<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Krauter<\/td>\nJ\u00f6rg<\/td>\nSynk Group GmbH & Co<\/td>\nTo what extend can power affect leaders’ adaptation to adversity in VUCA business conditions – a critical realist view<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Larsson<\/td>\nMagnus<\/td>\nCopenhagen Business School<\/td>\nManagement and leadership development \u2013 empowering who to do what?<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Lewis<\/td>\nErica<\/td>\nEdge Hill University<\/td>\nPower shifts: leading, following, solidarity, sponsorship, mentoring<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
McKergow<\/td>\nMark<\/td>\nCentre for Solutions Focus at Work<\/td>\nAbove, Below and Sideways: Exploring soft power dynamics in leadership relationships<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Metz<\/td>\nRudolf<\/td>\nHungarian Academy of Sciences, Centre for Social Sciences<\/td>\nThree Faces of Political Leadership: Possible Interpretations and Practices for Democratic Leadership<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Moldjord<\/td>\nChristian<\/td>\nNorwegian Defence University Collect<\/td>\nThe Power of Learning Leadership to foster Institutional Reflexivity and High Agility Organising: Lessons from the RNoAFA<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Murphy<\/td>\nAnne<\/td>\nLancaster University<\/td>\nEqualising power, respecting differences and changing the conversation: using a discourse lens to explore collective dimensions of leadership-in-interaction<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
O’Reilly<\/td>\nDermot<\/td>\nLancaster University<\/td>\nToward a theoretical framework of how domination and dominance are produced<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Pagani<\/td>\nMichela<\/td>\nThe Open University<\/td>\nCity Leaders and the Power of Leadership of Leaders<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
P\u00f6yh\u00f6nen<\/td>\nSiiri<\/td>\nUniversity of Tampere<\/td>\n\u2018Motivation toilet the best toilet\u2019 \u2013 Sociomaterial construction of power in liminal organizational spaces<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Prideaux<\/td>\nMurray<\/td>\nJames Cook University<\/td>\nPower: The influencing role of Wontok; a Papua New Guinean Context<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/a><\/td>\n<\/tr>\n
Rennemo<\/td>\n\u00d8ystein<\/td>\nNord University<\/td>\nCritical leadership – a challenge in the development of a hybrid organization \u2013 exemplified by a public sector case study<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/a><\/td>\n<\/tr>\n
Sadler-Smith<\/td>\nEugene<\/td>\nUniversity of Surrey<\/td>\nHubristic leadership and the intoxication of power: Individual, relational and situational factors<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Schara<\/td>\nTomaz<\/td>\nIEDC Affialiate<\/td>\nBridging Leadership and Economics Studies<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Schedlitzki<\/td>\nDoris<\/td>\nUniversity of the West of England<\/td>\nDeveloping Apprentice Senior Leaders \u2013 challenging and reinforcing the hegemony of the heroic leader?<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Schiffmann<\/td>\nSybille<\/td>\nPlymouth University<\/td>\nExploring the processes, practices and relationality of shared leadership from a follower perspective<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Shapira<\/td>\nReuven<\/td>\nWestern Galilee College<\/td>\nLeaders\u2019 Timely Succession: Neither Term Limits Nor \u201cGolden Parachutes,\u201d Rather Periodic Tests of Ascending Trust<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/a><\/td>\n<\/tr>\n
Shapira<\/td>\nReuven<\/td>\nWestern Galilee College<\/td>\nRe-Drawing Concepts: Adding \u201cTrusting\u201d to \u201cTransformational Leadership\u201d Discerns It from Charismatic Leadership<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Sharififard<\/td>\nSonya<\/td>\nPepperdine University<\/td>\n21st Century Chinese Leadership: Exploring the Effects of State Owned Enterprises Under Traditional Chinese Philosophies<\/td>\nAbstract<\/td>\nFull Paper<\/td>\n<\/tr>\n
Spector<\/td>\nBert<\/td>\nNortheastern University<\/td>\nLeadership in a Post-Truth Moment<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Sutherland<\/td>\nNeil<\/td>\nUniversity of West of England<\/td>\nTeaching leadership critically: Threshold concepts, structure and narratives<\/td>\nWorkshop Introduction<\/a><\/td>\n<\/td>\n<\/tr>\n
Taylor<\/td>\nScott<\/td>\nUniversity of Birmingham<\/td>\nThe leader\u2019s two bodies: The construction of post-mortem charismatic authority in organizations<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Templer<\/td>\nKlaus J<\/td>\nSingapore University of Social Sciences<\/td>\nSupervisor Support and Customer Orientation: Learning Goal Orientation as a Substitute for Leadership<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Tomkins<\/td>\nLeah<\/td>\nThe Open University Business School<\/td>\nLeadership and the Asymmetrical Politics of Blame<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Tourish<\/td>\nDennis<\/td>\nUniversity of Sussex<\/td>\nPower dynamics, flawed theorizing and (in)authentic leadership theory<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Trehan<\/td>\nKiran<\/td>\nUniversity of Birmingham<\/td>\nUsing psychodynamics to uncover leadership practice: Family farm women in action<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Virtaharju<\/td>\nJouni<\/td>\nHanken School of Economics<\/td>\nLeadership and temporal practices in a military staff exercise<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/a><\/td>\n<\/tr>\n
Wang<\/td>\nDiansha<\/td>\nLancaster University<\/td>\nFollowership: Exploring the Role of Trust and Surveillance in Hybrid Contexts<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Wijesinghe<\/td>\nSamila<\/td>\nReading University<\/td>\nWhy Are Some Better Than Others? Differences in Manager\u2019s Capacity to Lead Business Continuity and Change Simultaneously<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Willocks<\/td>\nKatie<\/td>\nUniversity of Cumbria<\/td>\nLeadership and Power Dynamics in the NHS: Exploring Collaborative Maternity Work through the Lens of \u201cLAP\u201d<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Wong<\/td>\nKen<\/td>\nThe Hong Kong Polytechnic University<\/td>\nThe Power of Ancient Chinese Leadership Ideology in Modern Chinese Companies<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Yazid<\/td>\nZaleha Binti<\/td>\nNational University of Malaysia<\/td>\nExploring Leaders\u2019 Positioning in Self-Managed Team (SMT)The Power of Ancient Chinese Leadership Ideology in Modern Chinese Companies<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
Zachara<\/td>\nMalgorzata<\/td>\nJagiellonian University<\/td>\nThe Millennial generation in the global quest for power. A leadership dilemma<\/td>\nAbstract<\/a><\/td>\nFull Paper<\/td>\n<\/tr>\n
<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n","protected":false},"excerpt":{"rendered":"

Download Conference Programme- ISLC2018_Timetable     Lead Author Surname First Name Institution Paper Title Abstract PDF Full Paper PDF (If Submitted) Abbott Geoffrey QUT Leadership Coaching and Power: Ethical Considerations Abstract Full Paper Alvehus Johan Lund University Co-producing leadership in … Continue reading →<\/span><\/a><\/p>\n","protected":false},"author":834,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-116","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"http:\/\/wp.lancs.ac.uk\/islc-2018\/wp-json\/wp\/v2\/pages\/116","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/wp.lancs.ac.uk\/islc-2018\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"http:\/\/wp.lancs.ac.uk\/islc-2018\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"http:\/\/wp.lancs.ac.uk\/islc-2018\/wp-json\/wp\/v2\/users\/834"}],"replies":[{"embeddable":true,"href":"http:\/\/wp.lancs.ac.uk\/islc-2018\/wp-json\/wp\/v2\/comments?post=116"}],"version-history":[{"count":82,"href":"http:\/\/wp.lancs.ac.uk\/islc-2018\/wp-json\/wp\/v2\/pages\/116\/revisions"}],"predecessor-version":[{"id":360,"href":"http:\/\/wp.lancs.ac.uk\/islc-2018\/wp-json\/wp\/v2\/pages\/116\/revisions\/360"}],"wp:attachment":[{"href":"http:\/\/wp.lancs.ac.uk\/islc-2018\/wp-json\/wp\/v2\/media?parent=116"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}