Marian Iszatt‐White
Biographic Data
| ID | 5843283 |
|---|---|
| NAME | Marian Iszatt‐White |
| GIVEN NAMES | Marian |
| FAMILY NAME | Iszatt‐White |
| SIGNATURE | WHITE M I |
| AFFILIATIONS | Lancaster University |
| ORCID | 0000-0002-1893-6865 |
| VERIFIED | Yes |
| TOTAL WORKS | 10 |
| TOTAL CITATIONS | 21 |
| AUTHOR COUNT | 10 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2006 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 3 |
Revise and resubmit? Or conditional accept
This brief comment is a response to the BH Editors timely editorial concerning the issues surrounding peer review. Building on their work, it discusses reviewer education, reviewer recruitment, and the role of associate editors/editors-in-chief. From these perspectives, it suggests ways in which we might prop up the current system – currently creaking under the demands made of it – rather than do away with it in favour of some elusive alterative.…
Impossible or just irrelevant? Unravelling the ‘authentic leadership’ paradox through the lens of emotional labour
The clamour for leaders to be authentic in enacting their roles is now widely heard in both the academic literature and popular media. Yet, the authentic leadership (AL) construct remains deeply problematic and arguably impossible to enact. Using the performance of emotional labour (EL) as a lens to view relational transparency, a core component of AL, our research surfaces the paradoxes inherent in this construct and their implications for pract…
Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order
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…
Leadership Special Issue: Do we need authentic leadership? Interrogating authenticity in a new world order
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
Authenticity in leadership: Reframing relational transparency through the lens of emotional labour
In this paper we problematise relational transparency as an element of authentic leadership when viewed through the lens of emotional labour. Using the method of analytic co-constructed auto-ethnography we examine a senior hospital manager’s experience of seeking to be authentic during a period of intense challenge as he pursues the closure of a hospital ward. A first-person account is developed that speaks to the necessity of hiding felt emotion…
Methodological crises and contextual solutions: An ethnomethodologically informed approach to understanding leadership
The view of context as something which restricts the range of research but is not an integral part of that which is being researched is implicit in many traditional approaches to leadership theory development. Some recent approaches have sought to address this by taking a more directly situated approach to the understanding of leadership, and by paying close attention to the practical accomplishment of leadership work within a given context. It i…
Strategic leadership: The accomplishment of strategy as a ‘perennially unfinished project’
Based on an ethnomethodologically informed ethnography of further education college principals, this paper explores the nature and accomplishment of strategic leadership work as an ongoing, processual activity. In particular, the paper focuses on the ‘pre-implementation’ phase of the strategizing process, and suggests how the practices of clarifying, rehearsing, upholding, adapting and elaborating are integral to maintaining the spirit of the str…
Leadership as Emotional Labour: The Effortful Accomplishment of Valuing Practices
Within the context of an ethnographic study of leadership in the learning and skills sector, this article focuses on the role of leadership in making stafffeel valued (Iszatt-White & Mackenzie-Davey, 2003) and the‘emotional labour’ (Hochschild, 1983) through which leaders’ valuing practices are accomplished. By shadowing college leaders, observation was made of the day-to-day practices through which they sought to give staff a feeling of being va…
Catching them at it: An ethnography of rule violation
Based on an ethnographic study within the road maintenance sector, this article explores the occurrence of rule violations in industrial settings subject to a high level of regulation, and is specifically concerned with operatives' risk perceptions in relation to health and safety rules and with management strategies for their successful mitigation. The study contrasts two different, but related, types of risk. First, it considers those aspects o…
Leadership Refrains: Patterns of Leadership
This article considers issues of leadership and leadership development by reflecting on the notion of the refrain as pattern. Drawing on our research of leadership within UK further education (FE) we examine how tracing ‘patterns of leadership’ can provide an insight into the practical accomplishment of leadership in FE as everyday ‘ordinary’ work. In an era of increased change and uncertainty about the character of leadership within the sector, …
Methodological crises and contextual solutions: An ethnomethodologically informed approach to understanding leadership
The view of context as something which restricts the range of research but is not an integral part of that which is being researched is implicit in many traditional approaches to leadership theory development. Some recent approaches have sought to address this by taking a more directly situated approach to the understanding of leadership, and by paying close attention to the practical accomplishment of leadership work within a given context. It i…
Leadership as Emotional Labour: The Effortful Accomplishment of Valuing Practices
Within the context of an ethnographic study of leadership in the learning and skills sector, this article focuses on the role of leadership in making stafffeel valued (Iszatt-White & Mackenzie-Davey, 2003) and the‘emotional labour’ (Hochschild, 1983) through which leaders’ valuing practices are accomplished. By shadowing college leaders, observation was made of the day-to-day practices through which they sought to give staff a feeling of being va…
Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order
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…
Authenticity in leadership: Reframing relational transparency through the lens of emotional labour
In this paper we problematise relational transparency as an element of authentic leadership when viewed through the lens of emotional labour. Using the method of analytic co-constructed auto-ethnography we examine a senior hospital manager’s experience of seeking to be authentic during a period of intense challenge as he pursues the closure of a hospital ward. A first-person account is developed that speaks to the necessity of hiding felt emotion…
Strategic leadership: The accomplishment of strategy as a ‘perennially unfinished project’
Based on an ethnomethodologically informed ethnography of further education college principals, this paper explores the nature and accomplishment of strategic leadership work as an ongoing, processual activity. In particular, the paper focuses on the ‘pre-implementation’ phase of the strategizing process, and suggests how the practices of clarifying, rehearsing, upholding, adapting and elaborating are integral to maintaining the spirit of the str…
Catching them at it: An ethnography of rule violation
Based on an ethnographic study within the road maintenance sector, this article explores the occurrence of rule violations in industrial settings subject to a high level of regulation, and is specifically concerned with operatives' risk perceptions in relation to health and safety rules and with management strategies for their successful mitigation. The study contrasts two different, but related, types of risk. First, it considers those aspects o…
Leadership Refrains: Patterns of Leadership
This article considers issues of leadership and leadership development by reflecting on the notion of the refrain as pattern. Drawing on our research of leadership within UK further education (FE) we examine how tracing ‘patterns of leadership’ can provide an insight into the practical accomplishment of leadership in FE as everyday ‘ordinary’ work. In an era of increased change and uncertainty about the character of leadership within the sector, …
Leadership Refrains: Patterns of Leadership
This article considers issues of leadership and leadership development by reflecting on the notion of the refrain as pattern. Drawing on our research of leadership within UK further education (FE) we examine how tracing ‘patterns of leadership’ can provide an insight into the practical accomplishment of leadership in FE as everyday ‘ordinary’ work. In an era of increased change and uncertainty about the character of leadership within the sector, …
Catching them at it: An ethnography of rule violation
Based on an ethnographic study within the road maintenance sector, this article explores the occurrence of rule violations in industrial settings subject to a high level of regulation, and is specifically concerned with operatives' risk perceptions in relation to health and safety rules and with management strategies for their successful mitigation. The study contrasts two different, but related, types of risk. First, it considers those aspects o…
Leadership as Emotional Labour: The Effortful Accomplishment of Valuing Practices
Within the context of an ethnographic study of leadership in the learning and skills sector, this article focuses on the role of leadership in making stafffeel valued (Iszatt-White & Mackenzie-Davey, 2003) and the‘emotional labour’ (Hochschild, 1983) through which leaders’ valuing practices are accomplished. By shadowing college leaders, observation was made of the day-to-day practices through which they sought to give staff a feeling of being va…
Strategic leadership: The accomplishment of strategy as a ‘perennially unfinished project’
Based on an ethnomethodologically informed ethnography of further education college principals, this paper explores the nature and accomplishment of strategic leadership work as an ongoing, processual activity. In particular, the paper focuses on the ‘pre-implementation’ phase of the strategizing process, and suggests how the practices of clarifying, rehearsing, upholding, adapting and elaborating are integral to maintaining the spirit of the str…
Methodological crises and contextual solutions: An ethnomethodologically informed approach to understanding leadership
The view of context as something which restricts the range of research but is not an integral part of that which is being researched is implicit in many traditional approaches to leadership theory development. Some recent approaches have sought to address this by taking a more directly situated approach to the understanding of leadership, and by paying close attention to the practical accomplishment of leadership work within a given context. It i…
Authenticity in leadership: Reframing relational transparency through the lens of emotional labour
In this paper we problematise relational transparency as an element of authentic leadership when viewed through the lens of emotional labour. Using the method of analytic co-constructed auto-ethnography we examine a senior hospital manager’s experience of seeking to be authentic during a period of intense challenge as he pursues the closure of a hospital ward. A first-person account is developed that speaks to the necessity of hiding felt emotion…
Leadership Special Issue: Do we need authentic leadership? Interrogating authenticity in a new world order
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
Impossible or just irrelevant? Unravelling the ‘authentic leadership’ paradox through the lens of emotional labour
The clamour for leaders to be authentic in enacting their roles is now widely heard in both the academic literature and popular media. Yet, the authentic leadership (AL) construct remains deeply problematic and arguably impossible to enact. Using the performance of emotional labour (EL) as a lens to view relational transparency, a core component of AL, our research surfaces the paradoxes inherent in this construct and their implications for pract…
Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order
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…
Revise and resubmit? Or conditional accept
This brief comment is a response to the BH Editors timely editorial concerning the issues surrounding peer review. Building on their work, it discusses reviewer education, reviewer recruitment, and the role of associate editors/editors-in-chief. From these perspectives, it suggests ways in which we might prop up the current system – currently creaking under the demands made of it – rather than do away with it in favour of some elusive alterative.…
Political science (10 works) · Public relations (9 works) · Sociology (9 works) · Management and Organizational Studies (6 works) · Psychology (5 works) · Authentic leadership (4 works) · Engineering (4 works) · Leadership (4 works) · Leadership style (4 works) · Social Psychology (4 works)