Dr Marian Iszatt-White
Management Development DivisionThe Management School
After a successful career in financial risk management, latterly as Group Treasurer of Top 100 plc Enterprise Oil, Marian gained a CIPD certificate in training practice and built a business as a freelance training consultant. On moving to Cumbria, she worked as a training consultant for an educational trust, where she specialized in the development of leadership skills, particularly in the public sector. At the same time, she completed an MSc in Organizational Behaviour at Birkbeck, including a dissertation on ‘what makes employees feel valued at work’.
She undertook her PhD research at Lancaster University, within the Centre for Excellence in Leadership, conducting an ethnomethodologically-informed ethnography of leadership in the learning and skills sector. Within this thesis, special areas of interest included leadership as ‘emotional labour’ and the idea of strategy as a ‘perennially unfinished project’. On completion of her PhD, she took up a research post within the Lancaster University Management School, where she investigated rule violation in relation to health and safety issues in the road maintenance and construction sector. She is now a Teaching Fellow in the School’s Management Development Division, specializing in leadership, personal development and change.
PhD Management: Lancaster University Management School (2006). Thesis Topic: Leadership in Further Education
MSc Organisational Behaviour: Birkbeck College, University of London (2002). Dissertation Topic: What makes employees feel valued at work?
MA (Oxon) PPE: St Hilda's College, Oxford (1983)
Research interests include extending the emotional labour construct into the field of leadership by exploring whether the PhD finding of congruence between leaders’ values and beliefs and the emotional work they were required to perform is unique to public service contexts. A related interest is to explore the discourses which surround people’s expectations of feeling valued at work, the role of leadership in promoting this feeling, and its consequences for contextual performance and discretionary effort. A third area of interest is in relation to the manner in which putative leaders can exploit the organizational agenda, for example around health and safety, as a means of differentiating themselves and their leadership to achieve personal progression.
- Towards co-constructed coaching: Exploring the integration of coaching and co-constructed autoethnography in leadership development
Kempster, S. & Iszatt-White, M. 2013 In: Management Learning.
- Critical and alternative approaches to leadership learning and development
Edwards, G., Elliott, C., Iszatt-White, M. & Schedlitzki, D. 2013 In: Management Learning. 44, 1, p. 3-10. 7 p.
- Leadership as Emotional Labour: Management and the 'Managed Heart'
Iszatt-White, M. 2012 London : Routledge. 241 p.
- Games Leaders Play: using Transactional Analysis to understand emotional dissonance
Iszatt-White, M. & Lodge, S. 2011
- Methodological Crises and Contextual Solutions: an ethnomethodologically-informed approach to understanding leadership
Iszatt-White, M. 05/2011 In: Leadership. 7, 2, p. 121-137. 17 p.