Community and Enterprise Leadership
Community and Enterprise Leadership

Our Thinking

To find out more about our thinking download this PDF

All programmes and engagement by CELF is practice-based and backed by input and findings from leading researchers. Some examples of research work are shown below:

Professor James Barker

James BarkerSinha, Paresha; Inkson, Kerr; Barker, James (2012), Committed to a failing strategy: Celebrity CEO, intermediaries, media and stakeholders in a co-created drama, Organization Studies, 33, 2, 223-245.
Sewell, Graham; Barker, James; Nyberg, Daniel (2012), Working under intensive surveillance: When does 'measuring everything that moves' become intolerable?, Human Relations, 65, 2, 189-215.
Sewell, Graham; Barker, James (2006), Coercion versus care: Using irony to make sense of organizational surveillance, Academy of Management Review, 31, 4, 934-961
McKinney Jr, Earl; Barker, James; Davis, Kevin; Smith, Daryl (2005), How swift starting action teams get off the ground: What United Flight 232 and Airline Flight crews can tell us about team communication, Management Communication Quarterly, 19, 2, 198-237.
McKinney Jr, Earl; Barker, James; Smith, Daryl; Davis, Kevin (2004), The role of communication values in swift starting action teams: IT insights from flight crew experience, Information & Management, 41, 8, 1043-1056.
Wright, Brett; Barker, James; Cordery, John; Maue, Brian (2003), The ideal participative state: A prelude to work group effectiveness, Journal of Business and Management, 9, 2, 171-188

Professor David McKie

David McKieMurthy, Vikram; McKie, David (2009), Please don't stop the music: An ensemble leadership repertoire for productive sustainability, and strategic innovation in uncertain times, 1-184.
Murthy, Vikram; McKie, David (2008), Learning from historical periods: zeitgeist correlations between environment, leadership and strategy, World Review of Entrepreneurship, Management and Sustainable Development, 4, 4, 331-344.
Murthy, Vikram; McKie, David (2006), Interdisciplinary communication for environmental effectiveness: Forward-looking lessons from leadership, followership and strategic entrepreneurship, Australian Journal of Communication, 33, 1, 21-34.
Murthy, Vikram; McKie, David (2006), Lifting barriers: Leadership, tactical and strategic issues from, and for, indigenous community development, International Indigenous Journal of Entrepreneurship, Advancement, Strategy and Education, 2, 1, 1-10.

Associate Professor Kathryn Pavlovich

Kathryn PavlovichPavlovich, Kathryn; Corner, Patricia (2013), Conscious enterprise emergence: Shared value creation through expanded conscious awareness, Journal of Business Ethics, online, 1-11.
Pavlovich, Kathryn; Krahnke, Keiko (2011), Empathy, Connectedness and Organisation, Journal of Business Ethics, -online, 1-7.
Pavlovich, Kathryn; Corner, Patricia (2009), Spiritual organizations and connectedness: the Living Nature experience, Journal of Management, Spirituality and Religion, 6, 3, 209-229.

Dr Paresha Sinha

Paresha SinhaSinha, Paresha; Inkson, Kerr; Barker, James (2012), Committed to a failing strategy: Celebrity CEO, intermediaries, media and stakeholders in a co-created drama, Organization Studies, 33, 2, 223-245.
Sinha, Paresha (2010), The dramatistic genre in leadership studies: Implications for research and practice, Leadership, 6, 2, 185-205.
Sinha, Paresha; Jackson, Brad (2006), A Burkean inquiry into leader-follower identification motives, Culture and Organization, 12, 3, 233-247.
Parry, Ken; Sinha, Paresha (2005), Researching the trainability of transformational organizational leadership, Human Resource Development International, 8, 2, 165-183.

Dr Peter Sun

Peter SunSun, Peter (2013), The servant identity: Influences on the cognition and behavior of servant leaders, The Leadership Quarterly, online, 1-14.
Sun, Peter; Anderson, Marc (2012), The combined influence of top and middle management leadership styles on absorptive capacity, Management Learning, 43, 1, 25-51.
Sun, Peter; Anderson, Marc (2012), Civic capacity: Building on transformational leadership to explain successful integrative public leadership, The Leadership Quarterly, 23, 3, 309-323.
Sun, Peter; Anderson, Marc (2012), The importance of attributional complexity for transformational leadership studies, Journal of Management Studies, 49, 6, 1001-1022.

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