{
  "issue_key": "vol07-no1-2019",
  "volume": 7,
  "number": 1,
  "season": "Spring/Summer 2019",
  "year": 2019,
  "sequence": 5,
  "type": "editorial",
  "section": "Editorial",
  "title": "Editorial: Riding a Tiger, Backwards. A dialogic case study of contemporary Leadership in Business Schools",
  "subtitle": null,
  "slug": "editorial-riding-a-tiger-backwards-a-dialogic-case-study-of-contemporary",
  "corporate_author": null,
  "authors": [
    {
      "given_name": "Michael",
      "family_name": "Nieto",
      "credentials": "Dr.",
      "affiliation": null,
      "email": null,
      "orcid": null,
      "is_corresponding": false,
      "sequence": 1
    }
  ],
  "abstract": "This paper explores issues arising in university business school leadership in response to a changing environment through the lens of respondents’ stories (dialogic discourse). Focus is placed on respondents’ organisational stories, myths and perceptions of events in their respective business schools. The research design utilises case-study strategy, drawing from stories of leadership undertaken in three university business schools and presents a thematic reflection based upon summaries provided by twenty participating respondents including Executive Deans, Professors and Lecturers.\n\nFindings indicate that a discontinuity exists within business school leadership characterised by a climate of insecurity and instability caused both by the external environment and multiple regulatory frameworks, combined with internal short-term reactive interventions in direction and personnel. The respondents’ workplace experiences and observations that emerge from the research contribute a rich source of new material in contemporary knowledge worker environments. For example, respondents, both in management groups and teaching, working in different business schools, share a sense of being out of control in respect of events. Accordingly, stories of repeated turnarounds in strategy, appear to have seeped into the organisational cultures of the cases studied. Hence, the title of this paper is taken from an interview with a business school Dean who described his/her leadership experience to be like: ‘riding a tiger backwards’.\n\nThe paper provides new research into the challenges of leadership and collegiality in a transforming Higher Education environment. The research provides insights into environments in flux, with the consequential uncertainties. Accordingly, the research supports the adoption of a more reflective leadership style that listens to alternative narratives and thereby nurtures a more consultative academic community and student learning environment. This would require organisational commitment to building supportive and stable business school communities.",
  "keywords": [
    "Leadership",
    "Dialogic Discourse",
    "Organisational Strategy"
  ],
  "first_page": 6,
  "last_page": 13,
  "pdf_start": 8,
  "pdf_end": 15,
  "references": [
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    },
    {
      "ordinal": 16,
      "raw_text": "Saunders, B. & Nieto, M. L (2014) in “Global Talent Management - Challenges, Strategies, and Opportunities”– Series Management for Professionals. Editor Dr Akram Al Ariss, Université de Toulouse, Toulouse Business School, France. Springe.",
      "doi": null,
      "markdown": "Saunders, B. & Nieto, M. L (2014) in “Global Talent Management - Challenges, Strategies, and Opportunities”– Series Management for Professionals. Editor Dr Akram Al Ariss, Université de Toulouse, Toulouse Business School, France. Springe."
    }
  ],
  "notes": [],
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      "file": "figures/fig-01-p11.png",
      "caption": "Nieto and Saunders (2019), developed from the model of contemporary leadership situations by Grint, Typology of problems power and authority (2010)",
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      "text_in_image": "Increasing uncertainty about the solution to problem | WICKED | LEADERSHIP | Ask questions | TAME | MANAGEMENT | Organise processes | CRITICAL | COMMAND | Provide answers | Increasing requirement for collaborative / resolution | Command/ Control --- Metrics/ Procedures / Processes --- Consultation / Influence"
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    "OCR text (PDF has no text layer) — body, abstract and references rebuilt from OCR in correct two-column reading order and verified against page images.",
    "Unnumbered diagram on PDF p.11 re-cropped as an image (now includes its heading); the printed source credit is used as the caption.",
    "Cited works not in the reference list: Yin 1994a/1994b, Gabriel and Griffiths in Cassell and Symon 2004 — as printed.",
    "Author's typos kept as printed (e.g. 'uncertainly', 'Springe.', closing ‘ in the first quotation, missing closing quote in 'Slash, burn and run away' quotation)."
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  "manifest_notes": "Title exactly as printed on pdf 8 (bold, two lines; 'Editorial:' prefix kept for consistency with vol06 manifest; capital 'L' in 'Leadership' as printed). Contents reads 'A dialogic study' (omits 'case'). Although labelled Editorial it is a full qualitative research paper (Abstract, Keywords, Introduction, Literature Review, Research Design, Findings, Conclusion, References) - importer may prefer research-article. Affiliation not printed on the article page; Contributors bio gives qualifications (B Ed Hons, Cert Ed QTS, MA, Adv Dip Consultancy, DBA, PhD, CMI HE Ambassador, FCMI, FHEA, Academic FCIPD) and past posts only. pdf 11: unnumbered full-width text-built diagram ('Increasing uncertainty about the solution to problem' / WICKED-LEADERSHIP-Ask questions, TAME-MANAGEMENT-Organise processes, CRITICAL-COMMAND-Provide answers / 'Increasing requirement for collaborative / resolution' / 'Command/ Control --- Metrics/ Procedures / Processes --- Consultation / Influence') credited 'Nieto and Saunders (2019), developed from the model of contemporary leadership situations by Grint, Typology of problems power and authority (2010)' - crop as an image. Findings (pdf 12-13) use italic story sub-headings ('Like riding a tiger backwards', 'Top down directives', ...) each followed by an indented smaller-font quotation. References begin lower half of pdf 14 (two-column) and end in the left column of pdf 15. Introduction (p.2) says Dr Bradley Saunders contributed to the write-up (not a listed author).",
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