| Grounded theory and leadership research: A critical realist perspective S Kempster, KW Parry The leadership quarterly 22 (1), 106-120, 2011 | 465 | 2011 |
| Learning to lead in the entrepreneurial context S Kempster, J Cope International Journal of Entrepreneurial Behavior & Research 16 (1), 5-34, 2010 | 421 | 2010 |
| Becoming a leader: A co-produced autoethnographic exploration of situated learning of leadership practice S Kempster, J Stewart Management Learning 41 (2), 205-219, 2010 | 235 | 2010 |
| Leadership as purpose: Exploring the role of purpose in leadership practice S Kempster, B Jackson, M Conroy Leadership 7 (3), 317-334, 2011 | 227 | 2011 |
| Leadership learning through lived experience: A process of apprenticeship? S Kempster Journal of Management & Organization 12 (1), 4-22, 2006 | 184 | 2006 |
| Exploring distributed leadership in the small business context J Cope, S Kempster, K Parry International Journal of Management Reviews 13 (3), 270-285, 2011 | 154 | 2011 |
| 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 | 128 | 2019 |
| How managers have learnt to lead: Exploring the development of leadership practice S Kempster Springer, 2009 | 116 | 2009 |
| Critical realism and grounded theory S Kempster, KW Parry Studying organizations using critical realism. Editors: P. Edwards, J. O …, 2014 | 109* | 2014 |
| 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 | 94 | 2013 |
| Love and leadership: Constructing follower narrative identities of charismatic leadership K Parry, S Kempster Management Learning 45 (1), 21-38, 2014 | 81 | 2014 |
| Developing a program community of practice for leadership development S Smith, S Kempster, E Wenger-Trayner Journal of Management Education 43 (1), 62-88, 2019 | 77 | 2019 |
| Pilots for change: exploring organisational change through distributed leadership S Kempster, M Higgs, T Wuerz Leadership & Organization Development Journal 35 (2), 152-167, 2014 | 72 | 2014 |
| 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 | 69 | 2019 |
| Observing the invisible: Examining the role of observational learning in the development of leadership practice S Kempster Journal of Management Development 28 (5), 439-456, 2009 | 65 | 2009 |
| Practicing leadership-as-practice in content and manner JA Raelin, S Kempster, H Youngs, B Carroll, B Jackson Leadership 14 (3), 371-383, 2018 | 64 | 2018 |
| 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 | 59 | 2017 |
| ‘Should I Stay or Should I go?’Exploring Leadership-as-Practice in the Middle Management Role S Kempster, SH Gregory Leadership 13 (4), 496-515, 2015 | 58 | 2015 |
| Responsible leadership: realism and romanticism S Kempster, B Carroll Routledge, 2016 | 52* | 2016 |
| Exploring observational learning in leadership development for managers S Kempster, K Parry Journal of Management Development 33 (3), 164-181, 2014 | 51 | 2014 |
Ken ParryDeakin在 deakin.edu.au 的电子邮件经过验证
