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 a professional context: Institutional logics and the problem of power | Abstract | Full Paper |
| Antonacopoulou | Elena | University of Liverpool Management School | Sensuous Leadership for a VUCA World | Abstract | Full Paper |
| Appelqvist | Maria | Malmo University | Leadership & Sexuality | Abstract | Full Paper |
| Asad | Sarosh | Copenhagen Business School | Narcissistic Leadership and Multi-Level Target Setting of Women Quotas | Abstract | Full Paper |
| Birch | Jill | Birch Grove Inc. | Echoes, Images and Words: Exploring Autoethnography’s Capacity to Show Power Relations within Leadership Practices | Abstract | Full Paper |
| Chace | Sarah | Christopher Newport University | Context vs. Holding Environment: What’s Power Got To Do With It? | Abstract | Full Paper |
| Chaffer | Jo | Institute for Leadership and Sustainability | Pushes and pulls of leadership forms: the genius loci, the dynamic administrator and the space between | Abstract | Full Paper |
| Chen | Haoyang | Hong Kong Baptist University | The Relationship Between Gender Stereotypes and Female Leadership Effectiveness: A Study of Female Leaders in Mainland China | Abstract | Full Paper |
| Ciulla | Joanne | Rutgers University | Resentment and the Inversion of Values in Trump’s America | Abstract | Full Paper |
| Conroy | Mervyn | University of Birmingham | The use of phronesis in ethical decision making for leaders | Abstract | Full Paper |
| Conroy | Christopher | RMIT University | Why the quest for authentic organisational leadership is tied up in knots and how creative practice research might help us to set it free. | Abstract | Full Paper |
| Cullen | John | Maynooth University School of Business | Moral Injury and Ethical Leadership | Abstract | Full Paper |
| Davies | Jennifer | University of Birmingham | “Don’t ask me I’m just an administrator!” A Foucauldian take on Distributed Leadership and Power | Abstract | Full Paper |
| Dias | Surani | Postgraduate Institute of Management | The Mirror Image: Authentic Leadership from Leader and Subordinates Perspectives | Abstract | Full Paper |
| Empson | Laura | Cass Business School | Ambiguous Authority and Hidden Hierarchy: Collective leadership and power dynamics in a professional service firm | Abstract | Full Paper |
| Filosof | Jane | University of Hertfordshire | Followers as leaders: exploring the follower-leader dynamics in a business project with students co-investigators | Abstract | Full Paper |
| Gilani | Parisa | Bournemouth University | Leadership Chaos: When Power is in the Hands of Followers | Abstract | Full Paper |
| Guthey | Eric | Copenhagen Business School | Start’Em Early: Confessional Culture in US Undergraduate Leadership Development | Abstract | Full Paper |
| Humphreys | Deborah | Liverpool John Moores, Liverpool Business School | Cognitive mapping, power and the discursive construction of leader identity | Abstract | Full Paper |
| Jacklin-Jarvis | Carol | The Open University | Powerful practice or panacea? Collaborative leadership in the UK voluntary sector | Abstract | Full Paper |
| Jackson | Lace | The Open University | Undoing leadership in the shadow of a colonial legacy? | Abstract | Full Paper |
| Jimenez-Luque | Antonio | University of San Diego | Leadership, Symbolic Power, and a Process of Cultural Resistance | Abstract | Full Paper |
| Johansson | Clare | Swinburne University of Technology | All for One and One for All: Aboriginal Leaders’ Well-Being and Self-Determination | Abstract | Full Paper |
| Jordan-Daus | Kerry | Canterbury Christ Church University | Our Leadership Diptych | Abstract | Full Paper |
| Kelly | Simon | University of Huddersfield | Rethinking the Leaderful Body: The Jujutsuffragettes and the Gentle Art of Yielding | Abstract | Full Paper |
| Knox | Merrel | Northumbria University | Shared leadership in dangerous contexts The implications for emergency response teams | Abstract | Full Paper |
| Krauter | Jörg | Synk Group GmbH & Co | To what extend can power affect leaders’ adaptation to adversity in VUCA business conditions – a critical realist view | Abstract | Full Paper |
| Larsson | Magnus | Copenhagen Business School | Management and leadership development – empowering who to do what? | Abstract | Full Paper |
| Lewis | Erica | Edge Hill University | Power shifts: leading, following, solidarity, sponsorship, mentoring | Abstract | Full Paper |
| McKergow | Mark | Centre for Solutions Focus at Work | Above, Below and Sideways: Exploring soft power dynamics in leadership relationships | Abstract | Full Paper |
| Metz | Rudolf | Hungarian Academy of Sciences, Centre for Social Sciences | Three Faces of Political Leadership: Possible Interpretations and Practices for Democratic Leadership | Abstract | Full Paper |
| Moldjord | Christian | Norwegian Defence University Collect | The Power of Learning Leadership to foster Institutional Reflexivity and High Agility Organising: Lessons from the RNoAFA | Abstract | Full Paper |
| Murphy | Anne | Lancaster University | Equalising power, respecting differences and changing the conversation: using a discourse lens to explore collective dimensions of leadership-in-interaction | Abstract | Full Paper |
| O’Reilly | Dermot | Lancaster University | Toward a theoretical framework of how domination and dominance are produced | Abstract | Full Paper |
| Pagani | Michela | The Open University | City Leaders and the Power of Leadership of Leaders | Abstract | Full Paper |
| Pöyhönen | Siiri | University of Tampere | ‘Motivation toilet the best toilet’ – Sociomaterial construction of power in liminal organizational spaces | Abstract | Full Paper |
| Prideaux | Murray | James Cook University | Power: The influencing role of Wontok; a Papua New Guinean Context | Abstract | Full Paper |
| Rennemo | Øystein | Nord University | Critical leadership – a challenge in the development of a hybrid organization – exemplified by a public sector case study | Abstract | Full Paper |
| Sadler-Smith | Eugene | University of Surrey | Hubristic leadership and the intoxication of power: Individual, relational and situational factors | Abstract | Full Paper |
| Schara | Tomaz | IEDC Affialiate | Bridging Leadership and Economics Studies | Abstract | Full Paper |
| Schedlitzki | Doris | University of the West of England | Developing Apprentice Senior Leaders – challenging and reinforcing the hegemony of the heroic leader? | Abstract | Full Paper |
| Schiffmann | Sybille | Plymouth University | Exploring the processes, practices and relationality of shared leadership from a follower perspective | Abstract | Full Paper |
| Shapira | Reuven | Western Galilee College | Leaders’ Timely Succession: Neither Term Limits Nor “Golden Parachutes,” Rather Periodic Tests of Ascending Trust | Abstract | Full Paper |
| Shapira | Reuven | Western Galilee College | Re-Drawing Concepts: Adding “Trusting” to “Transformational Leadership” Discerns It from Charismatic Leadership | Abstract | Full Paper |
| Sharififard | Sonya | Pepperdine University | 21st Century Chinese Leadership: Exploring the Effects of State Owned Enterprises Under Traditional Chinese Philosophies | Abstract | Full Paper |
| Spector | Bert | Northeastern University | Leadership in a Post-Truth Moment | Abstract | Full Paper |
| Sutherland | Neil | University of West of England | Teaching leadership critically: Threshold concepts, structure and narratives | Workshop Introduction | |
| Taylor | Scott | University of Birmingham | The leader’s two bodies: The construction of post-mortem charismatic authority in organizations | Abstract | Full Paper |
| Templer | Klaus J | Singapore University of Social Sciences | Supervisor Support and Customer Orientation: Learning Goal Orientation as a Substitute for Leadership | Abstract | Full Paper |
| Tomkins | Leah | The Open University Business School | Leadership and the Asymmetrical Politics of Blame | Abstract | Full Paper |
| Tourish | Dennis | University of Sussex | Power dynamics, flawed theorizing and (in)authentic leadership theory | Abstract | Full Paper |
| Trehan | Kiran | University of Birmingham | Using psychodynamics to uncover leadership practice: Family farm women in action | Abstract | Full Paper |
| Virtaharju | Jouni | Hanken School of Economics | Leadership and temporal practices in a military staff exercise | Abstract | Full Paper |
| Wang | Diansha | Lancaster University | Followership: Exploring the Role of Trust and Surveillance in Hybrid Contexts | Abstract | Full Paper |
| Wijesinghe | Samila | Reading University | Why Are Some Better Than Others? Differences in Manager’s Capacity to Lead Business Continuity and Change Simultaneously | Abstract | Full Paper |
| Willocks | Katie | University of Cumbria | Leadership and Power Dynamics in the NHS: Exploring Collaborative Maternity Work through the Lens of “LAP” | Abstract | Full Paper |
| Wong | Ken | The Hong Kong Polytechnic University | The Power of Ancient Chinese Leadership Ideology in Modern Chinese Companies | Abstract | Full Paper |
| Yazid | Zaleha Binti | National University of Malaysia | Exploring Leaders’ Positioning in Self-Managed Team (SMT)The Power of Ancient Chinese Leadership Ideology in Modern Chinese Companies | Abstract | Full Paper |
| Zachara | Malgorzata | Jagiellonian University | The Millennial generation in the global quest for power. A leadership dilemma | Abstract | Full Paper |