Research
The focus of research in the Department of Management Learning and Leadership is on management learning, leadership and organisation. This includes leadership for sustainability and diversity, the learning and development process associated within each of these areas and initiatives to make these happen, including evaluation.
It takes a number of different forms, ranging from research that addresses policy and strategy issues and debates, to research that focuses upon practices or practical actions in context. Our research occurs across a wide range of contexts (individual, management, organisational, social, technological). These contexts often include organisations and workplaces, but also classrooms, training rooms, virtual learning environments, networks and communities of social relationships, and other spaces for developmental activities.
Research in the department is often interdisciplinary and draws upon a variety of qualitative and quantitative methods and disciplines, including sociology, cultural studies and education, as well as other inter-disciplinary or post-disciplinary fields, such as organisational studies, feminist, critical and post-structural theory.
The following strands reflect the main areas of the department’s research:
Action Learning and Action Research
Role of action learning/action research in development, inquiry based approaches to organisational and leadership capacity, facilitation of action learning/action research, systemic change, networked and virtual action learning.
Faculty: Dr Stephen Allen, Prof John Burgoyne, Dr Carolyn Downs, Prof Claire Leitch, Prof Judi Marshall and Dr Val Stead
Critical and Strategic HR and Human Resource Development
Politics of leading, leading performance, studying organisational performance, work life balance.
Faculty: Dr Caroline Gatrell, Dr Anthony Hesketh and Dr Dermot O'Reilly
Gender, Learning and Leadership
Embodiment, masculinity, identity, diversity, women in management, parenting and work, sociological and cultural theories of gender.
Faculty: Prof David Collinson, Dr Caroline Gatrell, Prof Vivien Hodgson, Prof Judi Marshall and Dr Val Stead
Impact and Evaluation Studies
Evaluation, developmental evaluation, evidence based impact
Faculty: Prof John Burgoyne, Dr Carolyn Downs, Prof Mark Easterby-Smith and Dr Val Stead
Leaders, Leadership and Practice
Followership, organisational culture, critical perspectives, organisational effectiveness
Faculty: Dr Stephen Allen, Prof John Burgoyne, Prof David Collinson, Dr Caroline Gatrell, Dr Anthony Hesketh, Dr Eleni Lamprou, Prof Claire Leitch, Prof Judi Marshall, Dr Dermot O'Reilly, Dr David Simm and Dr Val Stead
Learning and Leadership for Sustainability
Ecological sustainability, social justice, corporate responsibility, social and human development; issues concerning globalization, nationality, internationality, post-colonialism, post-development
Faculty: Dr Stephen Allen, Prof John Burgoyne, Prof David Collinson, Prof Vivien Hodgson, Dr Eleni Lamprou and Prof Judi Marshall
Learning, Practices and Pedagogies
Critical management learning, networked learning, leadership development, social learning theory, theories of knowledge and learning, socio-material networks and communities of practice.
Faculty: Dr Stephen Allen, Prof John Burgoyne, Prof Vivien Hodgson, Dr Eleni Lamprou, Prof Judi Marshall, Dr Dermot O'Reilly, Dr David Simm, Prof Michael Reynolds, and Dr Val Stead
Organisational Learning and Knowledge Management
Dynamic capability, knowledge management systems, knowledge sharing, corporate management leadership, organisational development.
Faculty: Dr Stephen Allen, Pavel Bogolyubov, Prof John Burgoyne, Prof Mark Easterby-Smith, Dr Eleni Lamprou, Prof Claire Leitch, Dr Dermot O’Reilly and Dr David Simm
