Research Publications for Bradley G (Brad) Jackson

Welcome to the University of Waikato research publications search. This database includes all research publications produced by the University from 1998.

Author's Publications

Publications ByJACKSON, Bradley G (Brad)

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  • Raelin, J. A., Kempster, S., Youngs, H., Carroll, B., & Jackson, B. (2018). Practicing leadership-as-practice in content and manner. Leadership, 14(3), 371-383. doi:10.1177/1742715017752422

  • Jackson, B. G. (2017). A fantasy theme analysis of Peter Senge’s learning organization. In S. Minahan, & J. Cox (Eds.), The Aesthetic Turn in Management (1 ed., pp. 139-156). Routledge. doi:10.4324/9781351147965-7

  • Zeitner, D., Jackson, B., & Rowe, N. (2016). Embodied and embodiary leadership: Experiential learning in dance and leadership education. Organizational Aesthetics, 5(1), 167-187.

  • Kelly, D., Jackson, B., & Henare, M. (2014). 'He apiti hono, he tatai hono': Ancestral leadership, cyclical learning and the eternal continuity of leadership. In R. Westwood, G. Jack, F. Khan, & M. Frenkel (Eds.), Core-Periphery Relations and Organization Studies (pp. 164-184). Palgrave Macmillan. doi:10.1057/9781137309051

  • Jackson, B., & Tourish, D. (2014). [Editorial] Reflections on the future of the journal. Leadership, 10(1), 3-6. doi:10.1177/1742715013509029

  • Jackson, B., & Smolovic Jones, O. (2012). Promoting better public services leadership: An appreciative critique. Policy Quarterly, 8(3), 34-40.

  • McElhatton, E., & Jackson, B. (2012). Paradox in harmony: Formulating a Chinese model of leadership. Leadership, 8(4), 441-461. doi:10.1177/1742715012444054

  • Jackson, B., & Parry, K. (2011). A very short fairly interesting and reasonably cheap book about studying leadership (2 ed.). SAGE.

  • Kempster, S., Jackson, B., & Conroy, M. (2011). Leadership as purpose: Exploring the role of purpose in leadership practice. Leadership, 7(3), 317-334. doi:10.1177/1742715011407384

  • Bathurst, R., Jackson, B., & Statler, M. (2010). Leading aesthetically in uncertain times. Leadership, 6(3), 311-330. doi:10.1177/1742715010368761

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