Professor Jackie Ford's Outputs (52)

Leadership: Contemporary Critical Perspectives. (2015)
Book
Carroll, B., Ford, J., & Taylor, S. (Eds.). (2015). Leadership: Contemporary Critical Perspectives. SAGE Publications

Leadership, post-structuralism and the performative turn. (2015)
Book Chapter
Ford, J. (2015). Leadership, post-structuralism and the performative turn. In B. Carroll, J. Ford, & S. Taylor (Eds.), Leadership: Contemporary Critical Perspectives (233-254). SAGE Publications

Introduction: The power of leaders (2015)
Book Chapter
Carroll, B., Ford, J., & Taylor, S. (2015). Introduction: The power of leaders. In Leadership Contemporary Critical Perspectives (xvii-xxvii). SAGE Publications

Followers in Leadership Theory: Fiction, Fantasy and Illusion. (2015)
Journal Article
Ford, J., & Harding, N. (2018). Followers in Leadership Theory: Fiction, Fantasy and Illusion. Leadership, 14(1), 3 - 24. https://doi.org/10.1177/1742715015621372

This article introduces a critical approach to follower/ship studies through exploring the unarticulated but highly influential implicit academic theory of follower/ship that informs dominant paradigms of leadership. Research into follower/ship is de... Read More about Followers in Leadership Theory: Fiction, Fantasy and Illusion..

The expectations and aspirations of a late-career professional woman. (2015)
Journal Article
Atkinson, C., Ford, J., & Harding, N. (2015). The expectations and aspirations of a late-career professional woman. Work, Employment and Society, 29(6), 1019-1028. https://doi.org/10.1177/0950017015581987

This article presents a powerful account of one late-career woman’s lived experiences. Little is known about women who continue professional careers into their 50s and beyond. Here insights are offered into her aspirations and expectations, as she re... Read More about The expectations and aspirations of a late-career professional woman..

Going beyond the hero in leadership development: the place of healthcare context, complexity and relationships; Comment on "Leadership and leadership development in healthcare settings – a simplistic solution to complex problems?" (2015)
Journal Article
Ford, J. (2015). Going beyond the hero in leadership development: the place of healthcare context, complexity and relationships; Comment on "Leadership and leadership development in healthcare settings – a simplistic solution to complex problems?". International Journal of Health Policy and Management, 4(4), 261-263. https://doi.org/10.15171/ijhpm.2015.43

There remains a conviction that the torrent of publications and the financial outlay on leadership development will create managers with the skills and characters of perfect leaders, capable of guiding healthcare organisations through the challenges... Read More about Going beyond the hero in leadership development: the place of healthcare context, complexity and relationships; Comment on "Leadership and leadership development in healthcare settings – a simplistic solution to complex problems?".

Who is the middle manager? (2014)
Journal Article
Harding, N., Lee, H., & Ford, J. (2014). Who is the middle manager?. Human Relations, 67(10), 1213-1237. https://doi.org/10.1177/0018726713516654

Middle managers occupy a central position in organizational hierarchies, where they are responsible for implementing senior management plans by ensuring junior staff fulfil their roles. However, explorations of the identity of the middle manager offe... Read More about Who is the middle manager?.

Is the ‘F’-word still dirty? A past, present and future of/for feminist and gender studies in Organization. (2012)
Journal Article
Harding, N., Ford, J., & Fotaki, M. (2013). Is the ‘F’-word still dirty? A past, present and future of/for feminist and gender studies in Organization. Organization, 20(1), 51-65

Who is it that would make business schools more critical? A response to Tatli (2012)
Journal Article
Ford, J., Harding, N., & Learmonth, M. (2012). Who is it that would make business schools more critical? A response to Tatli. British Journal of Management, 23(1), 31-34. https://doi.org/10.1111/j.1467-8551.2011.00796.x

Our short paper, as a response to Tatli’s recent comment on our work, provides the opportunity to develop further an exploration of problems that both Tatli and ourselves identify in CMS. Here, we articulate ideas that we shied away from in our origi... Read More about Who is it that would make business schools more critical? A response to Tatli.

In Search of the Perfect Manager? Work-life balance and managerial work. (2011)
Journal Article
Ford, J., & Collinson, D. (2011). In Search of the Perfect Manager? Work-life balance and managerial work. Work, Employment and Society, 25(2), 257-273

Leadership and charisma: a desire that cannot speak its name? (2011)
Journal Article
Harding, N., Lee, H., Ford, J., & Learmonth, M. (2011). Leadership and charisma: a desire that cannot speak its name?. Human Relations, 64(7), 927-949. https://doi.org/10.1177/0018726710393367

Leadership has proved impossible to define, despite decades of research and a huge number of publications. This article explores managers’ accounts of leadership, and shows that they find it difficult to talk about the topic, offering brief definitio... Read More about Leadership and charisma: a desire that cannot speak its name?.

Leadership: Contemporary Critical Perspectives. (2010)
Book
Currie, G., Ford, J., Harding, N., & Learmonth, M. (Eds.). (2010). Leadership: Contemporary Critical Perspectives. Routledge

Accounting for ourselves: are academics exploited workers? (2010)
Journal Article
Harding, N., Ford, J., & Gough, B. (2010). Accounting for ourselves: are academics exploited workers?. Critical Perspectives On Accounting, 21(2), 159-168

Studying leadership critically: a psychosocial lens on leadership identities. (2010)
Journal Article
Ford, J. (2010). Studying leadership critically: a psychosocial lens on leadership identities. Leadership, 6(1), 1-19

Each the Other’s Other? Critical Reflections on Business Schools and Critical Management Studies. (2010)
Journal Article
Ford, J., Harding, N., & Learmonth, M. (2010). Each the Other’s Other? Critical Reflections on Business Schools and Critical Management Studies. British Journal of Management, 21(s1), s71-s81

Get back into that kitchen, woman: Management conferences and the making of the female professional worker. (2010)
Journal Article
Ford, J., & Harding, N. (2010). Get back into that kitchen, woman: Management conferences and the making of the female professional worker. Gender, Work and Organization, 17(5), 503-520

Leadership and the public services sector: a poststructural analysis. (2010)
Book Chapter
Ford, J. (2010). Leadership and the public services sector: a poststructural analysis. In G. Currie, J. Ford, N. Harding, & M. Learmonth (Eds.), Making Public Management Critical (157-175). Routledge

Conversations, learning and practice. (2010)
Book Chapter
Lawler, J., & Ford, J. (2010). Conversations, learning and practice. In J. Gold, R. Thorpe, & A. Mumford (Eds.), Handbook of Leadership and Management. Gower

Fear and loathing in Harrogate: or An exploration of the mutual constitution of organisation and members. (2008)
Journal Article
Ford, J., & Harding, N. (2008). Fear and loathing in Harrogate: or An exploration of the mutual constitution of organisation and members. Organization, 15(2), 233-250

Leadership as identity: constructions and deconstructions. (2008)
Book
Ford, J., Harding, N., & Learmonth, M. (2008). Leadership as identity: constructions and deconstructions. Palgrave Macmillan. https://doi.org/10.1057/9780230584181

Management has failed; its successor is leadership. Can leadership fulfil the promises that are made in its name? This book is written for those charged with being leaders, and uses poststructuralist theory to provide a language for the confusions an... Read More about Leadership as identity: constructions and deconstructions..