Professor Brigid Jan Carroll

Biography

Brigid is a Professor in the Department of Management and International Business and holds the Fletcher Building Employee Educational Fund Chair in Leadership. She teaches broadly in the area of leadership, organizational theory and qualitative research methods at undergraduate, postgraduate and executive level and does extensive cross sector leadership development work with corporate, community, professional, and youth organisations. In her development work Brigid has specialized in whole system, collaborative and cross organisation leadership development alongside a focus on leadership identity, mindset and practice.  Increasingly she works with cross-faculty and interdisciplinary research and development teams.  Brigid has recently begun a series of research and development work involving participatory, grassroots and adaptive governance, and complex,  multi-sector collaboration.

Ongoing research themes revolve around identity work, power and resistance, leadership development, distributed and collective leadership and discursive/ narrative approaches. Ultimately Brigid is interested in leadership as a discourse, identity, and practice and in exploring how it is constructed and shaped between people, spaces, and artefacts in different organisational contexts. She has written recently on the management/leadership relationship, the re-theorisation of role, the dynamics of leadership development,  leadership as practice, and the relationship of leadership to constructs such as authenticity, resistance,  aesthetics, responsibility and learning.

 

Special Interests:

 

 

Leadership identity work in organisations

Critical leadership theory, practice, and development

Narrative/discourse theory and methodology

Cross boundary collaboration and system change

 

 

Research | Current

Articles

Carroll, B., Fouche, C. & Curtin, J. (2020). Governance for Social Purpose: Negotiating Complex Governance Practice. Frontiers of Psychology 11.

Carroll, B., & Firth, J. (2020). Leading or led? A critical exploration of youth leadership development. Management Learning, June 2nd.

Meier, F., & Carroll, B. (2019). Making up leaders: Reconfiguring the executive student through profiling, texts and conversations in a leadership development programme. HUMAN RELATIONS, 23 pages. doi:10.1177/0018726719858132

Sinha, P., Jones, O. S., & Carroll, B. (2019). Theorizing dramaturgical resistance leadership from the leadership campaigns of Jeremy Corbyn. HUMAN RELATIONS, 29 pages. doi:10.1177/0018726719887310

Lloyd, R., & Carroll, B. (2019). Identifying discursive resources for pluralising leadership: Looping chief executive officers and the frontline across hierarchy. HUMAN RELATIONS, 28 pages. doi:10.1177/0018726719890662

Raelin, J., Kempster S., Youngs H., Carroll B., & Jackson B. (2018). Practising Leadership-As-Practice in Content and Manner. Leadership (early online) 1-13.

Carroll, B., & Smolovic Jones, O., (2017). Mapping the aesthetics of leadership development  through participant perspectives. Management Learning, (Early Access).

Iszatt-White, M., Kempster, S., & Carroll, B., (2017). An educator’s perspective on reflexive pedagogy; identity undoing and issues of power. Management Learning, 48(5), 582-596.

Carroll, B., Firth, J., Ford, J., & Taylor, S. (2017). The social construction of leadership studies: Representations of rigour and relevance in textbooks. Leadership, 174271501666868.

Carroll, B., Ingley, C., & Inkson, K. (2017). Boardthink: Exploring the discourses and mind-sets of directors. Journal of Management and Organization, 23(5), 606-620. doi:10.1017/jmo.2017.36

Carroll, B., & Nicholson, H. (2014). Resistance and struggle in leadership development. Human Relations, 67(11), 1413-1436. doi:10.1177/0018726714521644Kennedy, F., Bathurst, R., & Carroll, B. (2015). Montage: A Method for Developing Leadership Practice. Advances in Developing Human Resources, 17(3), 307-320 doi:10.1177/1523422315587896

Kennedy, F., Carroll, B., & Francoeur, J. (2013). Mindset Not Skill Set: Evaluating in New Paradigms of Leadership Development. Advances in Developing Human Resources, 15(1), 10-26. doi:10.1177/1523422312466835

Nicholson, H., & Carroll, B. (2013). Identity undoing and power relations in leadership development. Human Relations, 66(9), 1225-1248. doi:10.1177/0018726712469548

Carroll, B., & Simpson, B. (2012). Capturing sociality in the movement between frames: An illustration from leadership development. Human Relations, 65(10), 1283-1309. doi:10.1177/0018726712451185

Carroll, B., & Levy, L. (2010). Leadership development as identity construction. Management Communication Quarterly, 24(2), 211-231. doi:10.1177/0893318909358725

Carroll, B. J., Parker, P., & Inkson, K. (2010). Evasion of boredom: An unexpected spur to leadership?. Human Relations, 63(7), 1031-1049. doi:10.1177/0018726709349864

Parker, P., & Carroll, B. (2009). Leadership development: Insights from a careers perspective. Leadership, 5(2), 261-283. doi:10.1177/1742715009102940

Carroll, B. J., & Levy, L. (2008). Aspiring to lead: Hard-wired to manage.. University of Auckland Business Review, 10(2), 17-30.

Carroll, B. J., & Levy, L. (2008). Aspiring to Lead: Hard-wired to manage.. University of Auckland Business Review.

Carroll, B., & Levy, L. (2008). Defaulting to management: Leadership defined by what it is not. Organization, 15(1), 75-96. doi:10.1177/1350508407084486

Carroll, B. J., Levy, L., & Richmond, D. (2008). Leadership as Practice: Challenging the Competency Paradigm. Leadership, 4(4), 363. doi:10.1177/1742715008095186

Carroll, B. J., Levy, L., & Richmond, D. (2008). Leadership as Practice: Challenging the Competency Paradigm. Leadership, 4(4), 363-381. doi:10.1177/1742715008095186

Simpson, B., & Carroll, B. (2008). Re-viewing 'role' in processes of identity construction. Organization, 15(1), 29-50. doi:10.1177/1350508407084484

Barry, D., Carroll, B., & Hansen, H. (2006). To text or context? Endotextual, exotextual, and multi-textual approaches to narrative and discursive organizational studies. Organization Studies, 27(8), 1091-1110. doi:10.1177/0170840606064568

McMorland, J. C. I., Carroll, B. J., Copas, S. H., & Pringle, J. K. (2003). Enhancing The Practice of PhD Supervisory Relationships Through First- And Second-Person Action Research/Peer Partnership Inquiry'. Forum Qualitative Research, 4(2).

Edited Books

Carroll, B., Firth, J., & Wilson, S. (2018). After Leadership. Routledge.

Kempster, S., & Carroll, B. J. (Eds.) (In Press—2016). Responsible Leadership: Realism and Romanticism. London: Routledge.

Carroll, B. J., Ford, J., & Taylor, S. (Eds.) (2015). Leadership: Contemporary Critical Perspectives. London: Sage.

Book Chapters

Simpson, B., & Carroll, B., (2020). Identity work in developing collaborative leadership in The Handbook of Identities in Organizations ed. by Andrew Brown, Oxford Handbooks Online.

Plester, B., Carroll, B., & Kim, H., (2019). Body Joking: The Aesthetics and Creativity of Organizational Humor. Creativity and Humor, 129-14

Carroll, B., & Huotari, V. (2018). An Archaeological Dig into Leadership Competencies in the Twenty-First Century in After Leadership: 31-46

Carroll, B., Firth, J., & Wilson, S. (2018). Introduction. In After Leadership (pp. 1-16). doi:10.4324/9781315110196

Carroll, B., Firth, J., & Wilson, S. (2018). Conclusion. In After Leadership (pp. 229-234). doi:10.4324/9781315110196

Carroll, B., & Firth, J. (2016). Leadership and Power. In J. Storey, J. Hartley, J. L. Denis, P. Hart, & D. Ulrich (Eds.), The Routledge Companion to Leadership. London: Routledge.

Carroll, B. J. (2016). From responsibility to responsibilities: towards a theory of co-responsible leadership. In S. Kempster, & B. Carroll (Eds.), Responsible Leadership: Realism and Romanticism (Vol. 4, pp. 40-57). London: Routledge. Retrieved from https://www.routledge.com/

Carroll, B. J., Ford, J., & Taylor, S. (2015). Introduction: The Powers of Leaders. In B. J. Carroll, J. Ford, & S. Taylor (Eds.), Leadership: Contemporary Critical Perspectives (pp. Xvii-xxvii). London: Sage.

Carroll, B. J. (2015). Leadership learning and development. In B. J. Carroll, J. Ford, & S. Taylor (Eds.), Leadership: Contemporary Critical Perspectives (pp. 89-108). London: Sage.

Nicholson, H., & Carroll, B. J. (2013). So you want to be authentic in your leadership: To whom and for what end?. In Ladkin, D, & Spiller, C (Eds.), Authentic Leadership: Clashes, Convergences, and Coalescences. (pp. 286-301). Cheltenham, UK: Edward Elgar.

Kennedy, F. C., Carroll, B. J., Francoeur, J., & Jackson, B. (2012). A tale of two perspectives: An account of entity and social constructionist approaches to conflict in leadership development. In M. Uhl-Bien, & S. Osprina (Eds.), Advancing relational leadership theory: A conversation among perspectives (pp. 175-201). Charlotte, North Carolina, USA: Routledge Falmer.

Caza, A., & Carroll, B. J. (2011). Critical Studies and POS. In K. S. Cameron, & G. M. Spreitzer (Eds.), The Oxford Handbook on Positive Organizational Scholarship. Oxford: Oxford University Press. Retrieved from http://centerforpos.org/conference2011/handbook-of-pos/

 

Reprinted Articles

Carroll, B. J., & Simpson, B. (2014). Capturing sociality in the movement between frames: An illustration from leadership development. In R. Hall, D. Grant, & J. Raelin (Eds.), Leadership Development & Practice. London: Sage.

Carroll, B. J., Levy, L., & Richmond, D. (2014). Leadership as Practice: Challenging the Competency Paradigm. In R. Hall, D. Grant, & J. Raelin (Eds.), Leadership Development & Practice. London: Sage.

Barry, D., Carrol, B. J., & Hansen, H. (2012). To text or context?  Endotextual, exotextual, and multi-textual approaches to narrative and discursive organizational studies. In D. Grant, C. Hardy, & L. L. Putnam (Eds.), Organizational Discourse Studies. Three-volume set. London: Sage. Retrieved from http://www.uk.sagepub.com/books/Book234745

Carroll, B. J., Levy, L., & Richmond, D. (2011). Leadership as Practice: Challenging the Competency Paradigm. In D. Collinson, K. Grint, & B. Jackson (Eds.), Leadership, Vol 4 (pp. 329-346). Los Angeles: Sage.

 

Teaching | Current

Positions Held:

From	To	Institution	Position Held
2019 2014	current 2019	The University of Auckland The University of Auckland	Professor, Fletcher Building Employee Educational Fund Chair in Leadership Associate Professor
2008	2014	The University of Auckland	Senior Lecturer
2000	2008	The University of Auckland	Lecturer
1999	2000	The University of Auckland	Assistant Lecturer
1994	1997	Rangitoto College	Head of English
1991	1994	Avondale College	Assistant Head of English
1988	1991	Avondale College	Teacher of English

 

Teaching:

​Current Teaching
BUS 705	Qualitative Research Methods

Previous Teaching
GLMI 708 MGMT 314	Critical, Creative and Strategic Thinking Critical Issues in Organisations
MGMT 724	Leadership
BUSADMIN 781	Leadership and Ethics
BUSINESS 705	Qualitative Research Methods
MGMT 101	Management and Organisations
MGMT 212	Organisation Theory
MGMT 312	Gender and Organisations

 

Postgraduate supervision

Current Postgraduate Supervision

Doctoral
Nicola Russell - Exploring the Social Construction of Employee Engagement through Discourse Analysis
Alexandra Tod - The Ongoing Perseverance of the Leadership Myth
​Lydia Martin - A Novel Approach to Women's Leadership Development
​Ella Watson - Clinical Governance

Masters

Daniela McKenzie-The Identity Work of Academic Entrepreneurs

Distinctions/Honours

2020-University of Auckland Business School Research Excellence Award 2020-Open University Visiting Research Fellowship, UK 2019-University of Auckland Business School Teaching Award 2015 - Leadership: Contemporary Critical Perspectives,  finalist for the CMI Management textbook of the year award.

2014 -University of Auckland Business School Research Excellence Award

2007 - Best Conference Paper Award for Carroll, B., Levy, L. & Richmond D ‘Leadership as Practice: Challenging the Competency Paradigm. International Conference for Studying Leadership, Warwick December 14-15.

2002 - Best Paper Research Methods Award for Barry D., Carroll, B., Hansen H., 'To text or context? endotextual versus exotextual approaches to narrative organizational research’. Presented at Academy of Management Annual Meeting

2002 - Finalist for Carolyn Dexter Award for Barry D., Carroll, B., Hansen H., ‘To text or context? endotextual versus exotextual approaches to narrative organizational research’. Presented at the Academy of Management Annual Meeting

 

Responsibilities

Deputy Head of Department, Department of Management and International Business

Areas of expertise

Leadership

Leadership Development

Qualitative Research Methods

Committees/Professional groups/Services

2020-Associate Editor, Journal of Change Management

Appointee to reference group for Scion's Ministry of Business, Innovation and Enterprise (MBIE) funded research project entitled 'Weaving the korowai of Papatūānuku - adaptive governance and supported environmental decision making' (2016 to 2018)

Appointed as a stream convenor at the European Group of Organization Studies Conference (2015, 2016, 2017, 2019 and 2020)

2013 - Editorial Board Member Leadership

2011 - Appointment as Director of Research to the NZ Leadership Institute

2008 - Appointment as Principal Researcher to the NZ Leadership Institute

2005 (ongoing) - Member of AACORN (arts, aesthetic, creativity and organisation research network)