Marian Iszatt-White
Marian Iszatt-White
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Critical and alternative approaches to leadership learning and development
G Edwards, C Elliott, M Iszatt-White, D Schedlitzki
Management Learning 44 (1), 3-10, 2013
Towards co-constructed coaching: Exploring the integration of coaching and co-constructed autoethnography in leadership development
S Kempster, M Iszatt-White
Management Learning 44 (4), 319-336, 2013
Leadership as emotional labour: The effortful accomplishment of valuing practices
M Iszatt-White
Leadership 5 (4), 447-467, 2009
Leadership refrains: Patterns of leadership
S Kelly, MI White, D Martin, M Rouncefield
Leadership 2 (2), 181-201, 2006
Sensor networks or smart artifacts? An exploration of organizational issues of an industrial health and safety monitoring system
G Kortuem, D Alford, L Ball, J Busby, N Davies, C Efstratiou, J Finney, ...
International Conference on Ubiquitous Computing, 465-482, 2007
Methodological crises and contextual solutions: An ethnomethodologically informed approach to understanding leadership
M Iszatt-White
Leadership 7 (2), 119-135, 2011
Catching them at it: An ethnography of rule violation
M Iszatt-White
Ethnography 8 (4), 445-465, 2007
Authentic leadership: Getting back to the roots of the ‘root construct’?
M Iszatt‐White, S Kempster
International Journal of Management Reviews 21 (3), 356-369, 2019
An educator’s perspective on reflexive pedagogy: Identity undoing and issues of power
M Iszatt-White, S Kempster, B Carroll
Management Learning 48 (5), 582-596, 2017
Leadership as emotional labour: Management and the'managed heart'
M Iszatt-White
Routledge, 2013
Feeling valued at work? A qualitative study of corporate training consultants
M White, K Mackenzie‐Davey
Career Development International, 2003
The relational aspect to high reliability organization
J Busby, M Iszatt‐White
Journal of Contingencies and Crisis Management 22 (2), 69-80, 2014
Leadership as emotional labour: Management and the'managed heart'
M Iszatt-White
Routledge, 2013
The ‘Corbyn phenomenon’: Media representations of authentic leadership and the discourse of ethics versus effectiveness
M Iszatt-White, A Whittle, G Gadelshina, F Mueller
Journal of Business Ethics 159 (2), 535-549, 2019
Using creative techniques in leadership learning and development: an introduction
G Edwards, C Elliott, M Iszatt-White, D Schedlitzki
Advances in Developing Human Resources 17 (3), 279-288, 2015
Strategic leadership: The accomplishment of strategy as a ‘perennially unfinished project’
M Iszatt-White
Leadership 6 (4), 409-424, 2010
Authenticity in leadership: Reframing relational transparency through the lens of emotional labour
S Kempster, M Iszatt-White, M Brown
Leadership 15 (3), 319-338, 2019
Rationalizing violation: Ordered accounts of intentionality in the breaking of safety rules
JS Busby, M Iszatt-White
Organization studies 37 (1), 35-53, 2016
Leadership in post-compulsory education
D Randall, M Rouncefield, C Graham
Bloomsbury Publishing, 2011
Tough at the Top, Even Tougher at the Bottom: The Role of Leadership in Making Staff Feel Valued
MI White
Rethinking Leadership: New Directions in the Learning and Skills Sector, 27-29, 2005
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