Colloquially we know that how leaders present themselves physically matters; and those taking up the leader role know this too. Otherwise why would Margaret Thatcher have insisted on standing on a step-stool when speaking publicly, or why would FDR have so carefully downplayed his reliance on...

Theory purporting to identify leadership remains over-determined by one of two underlying fallacies. Traditionally, it hypostatizes leadership in psychological terms so that it appears as the collection of attributes belonging to an independent, discrete person. By contrast, contemporary...

This paper explores leadership as an emergent social process. We begin by discussing and contesting the tradition privileging linear management processes, and offer as a counterpoint accounts of distributed leadership out of which our focus on leadership as a plural process grows. Our concept of...

This paper explores how organisations can become more sophisticated at supporting transfer of learning, by identifying the perceived barriers and facilitators to transfer of learning, by examining a range of individual characteristics and workplace features associated with these barriers and...