Brigid Carroll
Datos Biográficos
| ID | 4446805 |
|---|---|
| NOMBRE | Brigid Carroll |
| NOMBRES | Brigid |
| APELLIDO | Carroll |
| FIRMA | CARROLL B |
| AFILIACIONES | University of Auckland |
| ORCID | 0000-0002-0919-9525 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 21 |
| TOTAL DE CITAS | 149 |
| TOTAL COMO AUTOR | 21 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2007 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2026 |
| ÍNDICE H | 5 |
Practice Theory, Leadership‐as‐Practice, and Social Action
Although practice theory has significantly contributed to our understanding of the mechanisms underlying social change, it does not take a position or advocate for particular meso‐macro changes, such as responsible management, because it is a theory wedded to ontological understanding. How people choose to ‘get along’ in life and manage their goods is all part of the practices, which fall under the theorist's microscope. On other hand, the applie…
What makes a good article for leadership? Thoughts and views from our associate editors, part 1
This issue of Leadership marks our first full year as Co-Editors-in-Chief. As we highlighted in our introductory editorial (Edwards and Schedlitzki, 2023) we see our role as striving to develop the community of the journal in its endeavour to be a key, critical and contemporary voice for leadership studies. To continue this journey, and to help contributors frame and develop their work for submission to the journal, we have invited some of our As…
Transpositions as a hopeful methodology for organizational studies
In this paper, we introduce Braidotti’s notion of transpositions as a methodology and strategy for ‘hopeful disruptions’ in the context of organizational inquiry. Transpositions consist of six interwoven practices―(1) embracing alternative ways of seeing and understanding the world, (2) assessing and critiquing imaginary forms, (3) preparing to make the ‘creative leap’, (4) accounting for locations and positioning, (5) storying the ‘in‐between’ s…
Staying with the trouble
This Leading Questions piece puzzles over why frontline leadership appears little understood, recognised and drawn on in both leadership studies and organisation practice. It draws on a series of empirical ‘breadcrumbs’ to craft a pathway to understanding the frontline in leadership. It argues that such leadership is porous with resistance through a theorisation built from the construct of trouble, active ‘troubling’ of management imperatives and…
Ventriloquial reflexivity
Can an exploration of managers’ real-time organizational talk make way for a profoundly revised theory of reflexivity? Indeed, our analysis of the reflexivity literature reveals four significant points of contestation – the subject/object distinction, temporality, representation and agency – all of which revolve around the interplay of an ‘I’ (at least one reflexive agent) and an ‘it’ (something to be reflexive about). The focus of this inquiry l…
Leadership Special Issue
Authentic Leadership (AL) has been claimed as the ‘root construct’ (Avolio and Gardner, 2005) for other forms of ‘aspirational’ leadership with underpinnings in positive psychology. It has also been explicitly positioned as a response to the ‘ethical corporate meltdown’ (May et al., 2003: 247) said to have resulted from previous forms of leadership. Yet it has struggled to live up to its acknowledged functionalist and instrumentalist aims. At the…
Show us what you’ve got”
This inquiry both builds on and extends exploration into gendered research through a focus on researcher vulnerability and its associated ethics. We discuss six critical vignettes across Western and Eastern contexts in which female researchers are “undone” and subsequently “redone” during their research endeavors. We draw upon Butler's work on gender and vulnerability, theorized as a subset of precarity. Attention is drawn to attempts to reframe,…
Identifying discursive resources for pluralising leadership
The promise of leadership being spread across levels and parts of an organisation beckons scholars and practitioners alike, yet the theory and practice of it remains partial and elusive. We show how cross-hierarchical leadership understanding and practice might be better embedded in organisations through discursive resources with the potential to connect groups, even temporarily, across asymmetrical power relations. Our study empirically draws on…
Theorizing dramaturgical resistance leadership from the leadership campaigns of Jeremy Corbyn
What are the practices through which resistance leadership transitions from marginality to power? We present a framework of dramaturgical resistance leadership, paying particular attention to the relational dynamics between leaders, internal factions and external stakeholders. In doing so, we draw on an ‘expanded’ social drama analysis framework informed by the work of social anthropologist Victor Turner, incorporating insights from the resistanc…
Making up leaders
Are leaders born or made? In this study of contemporary leadership development programmes, we find that leaders are not only made but also – in Ian Hacking’s sense – made up. Such programmes increasingly employ practices like personality profiling, appraisals, feedback and coaching aimed at creating knowledge about individual leaders in order for them to develop. The effects of these practices on participants have been theorized in terms of ident…
Leadership Special Issue
Authentic Leadership (AL) has been claimed as the ‘root construct’ (Avolio and Gardner, 2005) for other forms of ‘aspirational’ leadership with underpinnings in positive psychology. It has also bee
Practicing leadership-as-practice in content and manner
A collective and collaborative response to an article appearing in Leadership’s “Leading Questions” department is prepared by a team subscribing to the leadership-as-practice approach. The focus is to represent the manner in which leadership-as-practice operates as a leadership theory and in its communal practice orientation. Among the themes addressed are leadership-as-practice’s theory development, its contribution in comparison to critical lea…
The social construction of leadership studies
Considerations of rigour and relevance rarely acknowledge students, learning or the textbooks many of the academic community use to frame education. Here we explore the construction of meaning around rigour and relevance in four leadership studies textbooks – the two most globally popular leadership textbooks and two recent additions to the field – to explore how these ideas are represented. We read the four texts narratively for structure, purpo…
Resistance and struggle in leadership development
That leadership development is a contested terrain, like any organizational terrain, can scarcely be considered a new idea, yet research into the intricacies of resistance in this context is very much in its infancy. This article takes recent critical scholarship on resistance as its starting point to explore the interdependencies of power, resistance and struggle in a leadership development environment. Drawing on extensive online interactions c…
Identity undoing and power relations in leadership development
Leadership development theory and practice is increasingly turning its gaze on identity as a primary focus for development efforts. Most of this literature focuses on how the identities of participants are strengthened, repaired and evolved. This article focuses on identity work practices that are underdeveloped in the literature: the deconstruction, unravelling and letting go that can be experienced when working upon one’s self. We group these e…
Capturing sociality in the movement between frames
In this article we offer a dynamic relational perspective in which frames and framing work together in the practice of leadership development. Mead’s (1932) notion of sociality is introduced as a way of engaging with movements within and between frames, where it is these framing movements that we argue hold the potentiality of emergent practice. The article responds to a growing interest in the delineation, conceptualization and practice of leade…
Evasion of boredom
Boredom has been largely omitted from the leadership literature, or dismissed as a problem, incongruent with effective leadership. Our research showed that the boredom discourse of senior managers engaged in a leadership development programme contrasted with their construction of challenge in leadership. In a second study, managers considered boredom to be a characteristic of followers not leaders, antithetical to leadership, and a problem to be …
Leadership Development
This article reports on an exploratory empirical investigation into the resonance between two developmental processes to see if any insights into leadership development could be gained from using a careers lens. Career and leadership development both share contemporary shifts in emphasis: leadership from hero to distributed models ,and career from objective to subjective explorations of progress and success. Twenty-two participants on a leadershi…
Re-viewing `Role' in Processes of Identity Construction
Although role theory appears to have been largely dismissed from the contemporary critical literature, role is nevertheless a persistent theme in the discourses of organizational actors. This paper argues that it is timely, therefore, to re-view role, particularly as it articulates with the processes of constructing identity. Drawing on three interview segments that evoke a variety of roles, we develop the notion of role as a boundary object (a c…
Leadership as Practice
Competency frameworks, models, instruments and thinking have long been ingrained and utilized in management and organizational life. Not surprisingly they have been transplanted both swiftly and seemingly easily into the leadership domain. While there certainly have been discomfort and critique from academic and practitioner sources, nothing has emerged strongly enough to date that would provide an alternative mode of framing and translating both…
Defaulting to Management
The dynamics between identity (who I am) and anti-identity (who am I not) are drawn on to explore the identity work of senior and middle managers who have elected to embark on formal, sustained and intensive leadership development work. We construct the concept of a default identity, not primarily as an oppositional or negative identity, but as a baseline identity that, because it is securely held, has a major role to play in the understanding, a…
Leadership as Practice
Competency frameworks, models, instruments and thinking have long been ingrained and utilized in management and organizational life. Not surprisingly they have been transplanted both swiftly and seemingly easily into the leadership domain. While there certainly have been discomfort and critique from academic and practitioner sources, nothing has emerged strongly enough to date that would provide an alternative mode of framing and translating both…
Identity undoing and power relations in leadership development
Leadership development theory and practice is increasingly turning its gaze on identity as a primary focus for development efforts. Most of this literature focuses on how the identities of participants are strengthened, repaired and evolved. This article focuses on identity work practices that are underdeveloped in the literature: the deconstruction, unravelling and letting go that can be experienced when working upon one’s self. We group these e…
Capturing sociality in the movement between frames
In this article we offer a dynamic relational perspective in which frames and framing work together in the practice of leadership development. Mead’s (1932) notion of sociality is introduced as a way of engaging with movements within and between frames, where it is these framing movements that we argue hold the potentiality of emergent practice. The article responds to a growing interest in the delineation, conceptualization and practice of leade…
Resistance and struggle in leadership development
That leadership development is a contested terrain, like any organizational terrain, can scarcely be considered a new idea, yet research into the intricacies of resistance in this context is very much in its infancy. This article takes recent critical scholarship on resistance as its starting point to explore the interdependencies of power, resistance and struggle in a leadership development environment. Drawing on extensive online interactions c…
Evasion of boredom
Boredom has been largely omitted from the leadership literature, or dismissed as a problem, incongruent with effective leadership. Our research showed that the boredom discourse of senior managers engaged in a leadership development programme contrasted with their construction of challenge in leadership. In a second study, managers considered boredom to be a characteristic of followers not leaders, antithetical to leadership, and a problem to be …
Show us what you’ve got”
This inquiry both builds on and extends exploration into gendered research through a focus on researcher vulnerability and its associated ethics. We discuss six critical vignettes across Western and Eastern contexts in which female researchers are “undone” and subsequently “redone” during their research endeavors. We draw upon Butler's work on gender and vulnerability, theorized as a subset of precarity. Attention is drawn to attempts to reframe,…
Making up leaders
Are leaders born or made? In this study of contemporary leadership development programmes, we find that leaders are not only made but also – in Ian Hacking’s sense – made up. Such programmes increasingly employ practices like personality profiling, appraisals, feedback and coaching aimed at creating knowledge about individual leaders in order for them to develop. The effects of these practices on participants have been theorized in terms of ident…
Ventriloquial reflexivity
Can an exploration of managers’ real-time organizational talk make way for a profoundly revised theory of reflexivity? Indeed, our analysis of the reflexivity literature reveals four significant points of contestation – the subject/object distinction, temporality, representation and agency – all of which revolve around the interplay of an ‘I’ (at least one reflexive agent) and an ‘it’ (something to be reflexive about). The focus of this inquiry l…
Leadership Special Issue
Authentic Leadership (AL) has been claimed as the ‘root construct’ (Avolio and Gardner, 2005) for other forms of ‘aspirational’ leadership with underpinnings in positive psychology. It has also been explicitly positioned as a response to the ‘ethical corporate meltdown’ (May et al., 2003: 247) said to have resulted from previous forms of leadership. Yet it has struggled to live up to its acknowledged functionalist and instrumentalist aims. At the…
Practicing leadership-as-practice in content and manner
A collective and collaborative response to an article appearing in Leadership’s “Leading Questions” department is prepared by a team subscribing to the leadership-as-practice approach. The focus is to represent the manner in which leadership-as-practice operates as a leadership theory and in its communal practice orientation. Among the themes addressed are leadership-as-practice’s theory development, its contribution in comparison to critical lea…
Identifying discursive resources for pluralising leadership
The promise of leadership being spread across levels and parts of an organisation beckons scholars and practitioners alike, yet the theory and practice of it remains partial and elusive. We show how cross-hierarchical leadership understanding and practice might be better embedded in organisations through discursive resources with the potential to connect groups, even temporarily, across asymmetrical power relations. Our study empirically draws on…
Staying with the trouble
This Leading Questions piece puzzles over why frontline leadership appears little understood, recognised and drawn on in both leadership studies and organisation practice. It draws on a series of empirical ‘breadcrumbs’ to craft a pathway to understanding the frontline in leadership. It argues that such leadership is porous with resistance through a theorisation built from the construct of trouble, active ‘troubling’ of management imperatives and…
Theorizing dramaturgical resistance leadership from the leadership campaigns of Jeremy Corbyn
What are the practices through which resistance leadership transitions from marginality to power? We present a framework of dramaturgical resistance leadership, paying particular attention to the relational dynamics between leaders, internal factions and external stakeholders. In doing so, we draw on an ‘expanded’ social drama analysis framework informed by the work of social anthropologist Victor Turner, incorporating insights from the resistanc…
Defaulting to Management
The dynamics between identity (who I am) and anti-identity (who am I not) are drawn on to explore the identity work of senior and middle managers who have elected to embark on formal, sustained and intensive leadership development work. We construct the concept of a default identity, not primarily as an oppositional or negative identity, but as a baseline identity that, because it is securely held, has a major role to play in the understanding, a…
Re-viewing `Role' in Processes of Identity Construction
Although role theory appears to have been largely dismissed from the contemporary critical literature, role is nevertheless a persistent theme in the discourses of organizational actors. This paper argues that it is timely, therefore, to re-view role, particularly as it articulates with the processes of constructing identity. Drawing on three interview segments that evoke a variety of roles, we develop the notion of role as a boundary object (a c…
Leadership as Practice
Competency frameworks, models, instruments and thinking have long been ingrained and utilized in management and organizational life. Not surprisingly they have been transplanted both swiftly and seemingly easily into the leadership domain. While there certainly have been discomfort and critique from academic and practitioner sources, nothing has emerged strongly enough to date that would provide an alternative mode of framing and translating both…
Leadership Development
This article reports on an exploratory empirical investigation into the resonance between two developmental processes to see if any insights into leadership development could be gained from using a careers lens. Career and leadership development both share contemporary shifts in emphasis: leadership from hero to distributed models ,and career from objective to subjective explorations of progress and success. Twenty-two participants on a leadershi…
Evasion of boredom
Boredom has been largely omitted from the leadership literature, or dismissed as a problem, incongruent with effective leadership. Our research showed that the boredom discourse of senior managers engaged in a leadership development programme contrasted with their construction of challenge in leadership. In a second study, managers considered boredom to be a characteristic of followers not leaders, antithetical to leadership, and a problem to be …
Capturing sociality in the movement between frames
In this article we offer a dynamic relational perspective in which frames and framing work together in the practice of leadership development. Mead’s (1932) notion of sociality is introduced as a way of engaging with movements within and between frames, where it is these framing movements that we argue hold the potentiality of emergent practice. The article responds to a growing interest in the delineation, conceptualization and practice of leade…
Identity undoing and power relations in leadership development
Leadership development theory and practice is increasingly turning its gaze on identity as a primary focus for development efforts. Most of this literature focuses on how the identities of participants are strengthened, repaired and evolved. This article focuses on identity work practices that are underdeveloped in the literature: the deconstruction, unravelling and letting go that can be experienced when working upon one’s self. We group these e…
Resistance and struggle in leadership development
That leadership development is a contested terrain, like any organizational terrain, can scarcely be considered a new idea, yet research into the intricacies of resistance in this context is very much in its infancy. This article takes recent critical scholarship on resistance as its starting point to explore the interdependencies of power, resistance and struggle in a leadership development environment. Drawing on extensive online interactions c…
The social construction of leadership studies
Considerations of rigour and relevance rarely acknowledge students, learning or the textbooks many of the academic community use to frame education. Here we explore the construction of meaning around rigour and relevance in four leadership studies textbooks – the two most globally popular leadership textbooks and two recent additions to the field – to explore how these ideas are represented. We read the four texts narratively for structure, purpo…
Practicing leadership-as-practice in content and manner
A collective and collaborative response to an article appearing in Leadership’s “Leading Questions” department is prepared by a team subscribing to the leadership-as-practice approach. The focus is to represent the manner in which leadership-as-practice operates as a leadership theory and in its communal practice orientation. Among the themes addressed are leadership-as-practice’s theory development, its contribution in comparison to critical lea…
Leadership Special Issue
Authentic Leadership (AL) has been claimed as the ‘root construct’ (Avolio and Gardner, 2005) for other forms of ‘aspirational’ leadership with underpinnings in positive psychology. It has also bee
Making up leaders
Are leaders born or made? In this study of contemporary leadership development programmes, we find that leaders are not only made but also – in Ian Hacking’s sense – made up. Such programmes increasingly employ practices like personality profiling, appraisals, feedback and coaching aimed at creating knowledge about individual leaders in order for them to develop. The effects of these practices on participants have been theorized in terms of ident…
Leadership Special Issue
Authentic Leadership (AL) has been claimed as the ‘root construct’ (Avolio and Gardner, 2005) for other forms of ‘aspirational’ leadership with underpinnings in positive psychology. It has also been explicitly positioned as a response to the ‘ethical corporate meltdown’ (May et al., 2003: 247) said to have resulted from previous forms of leadership. Yet it has struggled to live up to its acknowledged functionalist and instrumentalist aims. At the…
Show us what you’ve got”
This inquiry both builds on and extends exploration into gendered research through a focus on researcher vulnerability and its associated ethics. We discuss six critical vignettes across Western and Eastern contexts in which female researchers are “undone” and subsequently “redone” during their research endeavors. We draw upon Butler's work on gender and vulnerability, theorized as a subset of precarity. Attention is drawn to attempts to reframe,…
Identifying discursive resources for pluralising leadership
The promise of leadership being spread across levels and parts of an organisation beckons scholars and practitioners alike, yet the theory and practice of it remains partial and elusive. We show how cross-hierarchical leadership understanding and practice might be better embedded in organisations through discursive resources with the potential to connect groups, even temporarily, across asymmetrical power relations. Our study empirically draws on…
Theorizing dramaturgical resistance leadership from the leadership campaigns of Jeremy Corbyn
What are the practices through which resistance leadership transitions from marginality to power? We present a framework of dramaturgical resistance leadership, paying particular attention to the relational dynamics between leaders, internal factions and external stakeholders. In doing so, we draw on an ‘expanded’ social drama analysis framework informed by the work of social anthropologist Victor Turner, incorporating insights from the resistanc…
Ventriloquial reflexivity
Can an exploration of managers’ real-time organizational talk make way for a profoundly revised theory of reflexivity? Indeed, our analysis of the reflexivity literature reveals four significant points of contestation – the subject/object distinction, temporality, representation and agency – all of which revolve around the interplay of an ‘I’ (at least one reflexive agent) and an ‘it’ (something to be reflexive about). The focus of this inquiry l…
What makes a good article for leadership? Thoughts and views from our associate editors, part 1
This issue of Leadership marks our first full year as Co-Editors-in-Chief. As we highlighted in our introductory editorial (Edwards and Schedlitzki, 2023) we see our role as striving to develop the community of the journal in its endeavour to be a key, critical and contemporary voice for leadership studies. To continue this journey, and to help contributors frame and develop their work for submission to the journal, we have invited some of our As…
Transpositions as a hopeful methodology for organizational studies
In this paper, we introduce Braidotti’s notion of transpositions as a methodology and strategy for ‘hopeful disruptions’ in the context of organizational inquiry. Transpositions consist of six interwoven practices―(1) embracing alternative ways of seeing and understanding the world, (2) assessing and critiquing imaginary forms, (3) preparing to make the ‘creative leap’, (4) accounting for locations and positioning, (5) storying the ‘in‐between’ s…
Staying with the trouble
This Leading Questions piece puzzles over why frontline leadership appears little understood, recognised and drawn on in both leadership studies and organisation practice. It draws on a series of empirical ‘breadcrumbs’ to craft a pathway to understanding the frontline in leadership. It argues that such leadership is porous with resistance through a theorisation built from the construct of trouble, active ‘troubling’ of management imperatives and…
Practice Theory, Leadership‐as‐Practice, and Social Action
Although practice theory has significantly contributed to our understanding of the mechanisms underlying social change, it does not take a position or advocate for particular meso‐macro changes, such as responsible management, because it is a theory wedded to ontological understanding. How people choose to ‘get along’ in life and manage their goods is all part of the practices, which fall under the theorist's microscope. On other hand, the applie…
Sociology (19 obras) · Management and Organizational Studies (17 obras) · Political science (17 obras) · Public relations (15 obras) · Psychology (13 obras) · Leadership style (9 obras) · Epistemology (8 obras) · Leadership studies (8 obras) · Shared leadership (8 obras) · Social science (8 obras)