Background

Kim is a Chartered Psychologist, with a BSc(Hons) in Psychology from University College, London and a PhD from the University of Aston, Birmingham. She is a member of the Higher Education Academy. Kim's career began with Dunlop, who also sponsored her PhD research.  Prior to coming to Cranfield Kim was at the University of Birmingham for five years and before that, at Coventry University.  Kim is Director of Faculty Development and a member of the School of Management Executive Team.


Current activities

Kim has published widely on leadership and executive development and is on the editorial board of Management Learning, an international journal in this field. Her portfolio includes executive coaching, consulting to teams and leadership development. Kim has directed many open and customized programmes at Cranfield.  Kim is Director of the Cranfield open programme, Women as Leaders.  Kim has worked in this field since its inception, working on both in-company initiatives as well as open programmes to enhance the opportunity for women to move into senior leadership roles.

Kim researches Complexity Leadership, which focuses on the leadership practices that enable organizations to respond to adaptive challenges, calling for the creation of new approaches for sustaining and developing the organization.  Leaders need to understand how to collaborate, ask questions, listen and create collective wisdom across organizational siloes to develop ways forward.  They need insight into the political and emotional dynamics that impact strategic change.  This research has led to innovative Executive Leadership Development designs focused on understanding the systemic and 'non rational' aspects of organizations and the importance of collaborative group learning.


Clients

Kim has worked with a wide range of organizations, including major corporates in the automotive, aerospace, pharmaceutical, insurance, telecoms and banking industries as well as public service organizations, such as police, local authorities and the health service and major consultancies. Kim teaches internationally and her work includes top team development, executive coaching as well as tailored and open leadership development programmes. 


Publications

Articles In Journals

Conference Papers

  • Popkova O & Turnbull James K (2016) Work-role transitions to senior management: Self-regulation in identity adaptations. In: British Academy of Management 2016, Newcastle University.
  • Neumann J, Vince R & Turnbull James K (2012) Leading change from the middle: challenges for middle managers as internal change agents. In: 2012 Academy of Management Annual Meeting, Boston, Massachusetts.
  • Turnbull James K (2011) The new leadership landscape: do we offer our students and clients the leadership development they ask for - or what they need?. In: 3rd Developing Leadership Capacity Conference, Bristol.
  • Turnbull James K & Verity J (2011) Leading for sustainability: responsible leadership practices in a living eco-system. In: 10th International Studying Leadership Conference, Bristol.
  • Denyer D, Marcos Cuevas J, Turnbull James K & Marcos Cuevas J (2011) Practicing Evidence-based Management: enhancing the utilization of management research?. In: Academy of Management Annual Meeting, San Antonio, Texas.
  • Ladkin D & Turnbull James K (2010) The making of moral myopia: The case of British Members of Parliament and their expenses claims. In: 8th International Studying Leadership Conference, University of Birmingham.
  • Turnbull James K (2009) Beyond a 'deficit model' of leadership development: aligning leadership development programmes with new theories of leadership. In: ESSEC Seminar, Paris.
  • Turnbull James K & Ramos J (2009) Aligning leadership theory and leadership development. In: 8th International Studying Leadership Conference, University of Birmingham.
  • Collins J, Denyer D & Turnbull James K (2008) Educating the evidence-based manager: The Executive Doctorate and its impact on management practice. In: International Conference on Organizational Learning, Knowledge and Capabilities (OLKC), Copenhagen.
  • Turnbull James K & Collins J (2007) Is corporate leadership up to the global challenge?. In: Conference proceedings 2007 : British Academy of Management : management research, education and business success : is the future as clear as the past?, Warwick.
  • Turnbull James K & Arroba T (2007) Dilemmas, Organization Politics and Wise Leadership. In: 6th Studying Leadership Conference, Warwick.
  • Turnbull James K (2006) Wise leadership; a framework for learning how emotions in organizations can unconsciously impact how you take up a leadership role. In: Exeter Centre for Leadership Studies Seminar Series, Exeter.
  • Turnbull James K & Denyer D (2006) Learning for sector change: the development of a knowledge sharing and learning network. In: International Conference on Organizational Learning, Knowledge and Capabilities (OLKC), Warwick.
  • Turnbull James K & Collins J (2006) How does Mode 2 research undertaken on a DBA impact on manager's learning and practice?. In: British Academy of Management Conference, Belfast.
  • Turnbull James K & Denyer D (2006) Making business schools relevant: impacting management practice through appropriate modes of learning. In: IMD Executive Education Conference, Lausanne.
  • Collins J & Turnbull James K (2006) Is there a globe in global leadership?. In: 5th Studying Leadership Conference, Cranfield.
  • Turnbull James K & Burgoyne J (2005) Learning to lead, leading to learn. In: Engaging Communities in Leadership Workshop, Lancaster.
  • Turnbull James K, LeGoff M & Molian D (2005) Leadership in UK based small businesses: do leaders define a "main thing"? Does this concept contribute to our understanding of small business leadership?. In: 4th Annual Studying Leadership Conference, Lancaster.
  • Turnbull James K, Kwiatkowski R & Bowman C (2004) Developing Individual Strategic Capability. In: 3rd Studying Leadership Conference, Exeter.
  • Turnbull James K, Kwiatkowski R & Bowman C (2004) Developing Strategic Capability: Managerial imaginings and psychological insights. In: BPS Annual Conference 2004, London.
  • Cooper D, James K, Kwiatkowski R & Taffler R (2004) The shadow in the balance sheet: The spectre of Enron and how accountants use the past as a psychological defence against the future. In: International Society for Psychoanalytic Study of Organizations Annual Symposium, Coesfeld, Germany.
  • Turnbull James K, Mann J & Creasy J (2003) Leaders as lead learners; a case example of facilitating collaborative leadership learning for school leaders. In: EIASM Conference, Oxford.
  • James K, Mann J & Creasy J (2003) Collaborative leadership learning; developing facilitation skills for collaborative learning in leadership learning groups. In: EDiNEB 10th annual international conference, 2003, Salzburg.
  • Bowman C, James K & Kwiatkowski R (2003) Developing individual strategic capability: rediscovering psychological capability and context. In: Strategic Management Society 23rd Annual International Conference, Baltimore, MD.
  • Burgoyne J & James K (2002) Towards best or better practice in corporate leadership development: issues in mode 2 research. In: EIASM Workshop on Leadership Research, Oxford.
  • Turnbull James K & Clark G (2002) Introducing managers on a management development programme to the relevance of unconscious dynamics to their leadership roles. In: OPUS Conference, London.
  • James K & Huffington C (1999) Issues in Management Research, and the Value of a Psychoanalytic Perspective; A Case Study in Organisational Stress in a Japanese Multi-National Company. In: ISPSO Conference, Toronto.
  • James K & Clark G (1997) The Service Shop; Extending the service operations taxonomy, understanding the management issues in different service environments, and managing transitions. In: British Academy of Management Conference, London.
  • James K & Clark G (1997) The Coping Zone: Stress and Quality. In: IV International European Operations Management Association Conference, Barcelona.
  • James K, Jarrett M & Neumann J (1996) Group Dynamics and the unconscious at work; helping students understand the non-rational aspects of implementing intentional change; a new development in teaching organisational behaviour on the MBA. In: EDINEB Conference, Orlando.
  • James K, Burnett D & Jarrett M (1995) Psychological Dynamics and Organisational Learning: From the psychopathology of the dysfunctional organisation to the healthy organisation. In: The Learning Company Conference, Warwick.
  • Burnett D & James K (1994) Using the Outdoors to Facilitate Personal Change in Managers. In: Training for Change Conference, Aix en Provence.
  • Burnett D & James K (1993) How Body-Mind Psychology can Assist Innovation and Performance. In: EFMD Global Management Forum, Barcelona.
  • James K & Burnett D (1993) An Increasing Demand: Body/Mind Approaches to Manager Development. In: EFMD Global Management Forum, Barcelona.
  • James K & Lucas D (1989) Managing Learning in an Organisation that Understands Teaching. In: Post Modern Management and its implications for learning, Critical Stances on Managing Learning in Organisations Network, Escola D'Alta Direccio i Administacio, Barcelona.
  • James K & Baddeley S (1987) Political skills: Extending the management portfolio. In: Rediscovering Practice, The Centre for the Study of Management Learning, Lancaster University.
  • James K (1979) The future development of managers in the Dunlop organisation. In: Advances in Management Education, UMIST.

Books

  • Denyer D & Turnbull James K (2016) Doing leadership-as-practice development. In: Leadership-as-practice: Theory and application. Raelin J.A. (ed.), Routledge, p. 262-283.
  • Wang L & Turnbull James K (2013) Cameo: the challenge for authentic leadership in multi-cultural settings. In: Authentic Leadership: Clashes, Convergences and Coalescences. Ladkin D, Spiller C (ed.), Cheltenham: Edward Elgar, p. 255-258.
  • Verity J & Turnbull James K (2013) Case Study: Adnams - a living company. In: Exploring Strategy: Text and Cases. Johnson G, Whittington R, Scholes K, Angwin D, Regner P (ed.), Harlow: Pearson, p. 606-611, ed. 10th.
  • Turnbull James K & Collins J (2010) Leading and managing in global contexts. In: Gower Handbook of Leadership and Management Development. Gold J, Thorpe R, Mumford A (ed.), Gower, p. 489-512.
  • Turnbull James K & Collins J (2008) New Perspectives on Leadership: How Practical is a Good Theory?. In: Leadership Perspectives: Knowledge into Action. Turnbull James K and Collins J (ed.), Palgrave Macmillan, p. 1-12.
  • Turnbull James K, Bowman C & Kwiatkowski R (2008) Strategic Leadership. In: Leadership Perspectives: Knowledge into Action. Turnbull James K and Collins J (ed.), Palgrave Macmillan, p. 72-85.
  • Turnbull James K & Ladkin D (2008) Meeting the challenge of leading in the 21st century: Beyond the 'deficit model' of leadership development. In: Leadership Learning: Knowledge into Action. Turnbull James K, Collins J (ed.), London: Palgrave Macmillan, p. 13-34.
  • Turnbull James K & Collins J (2008) Leadership Learning: Knowledge into Action.
  • Turnbull James K & Collins J (2008) Leadership Perspectives: Knowledge into Action.
  • James K & Vinnicombe S (2002) Acknowledging the Individual in the Researcher. In: Essential Skills for Management Research. Partington D (ed.), London: Sage Publications, p. 84-98.
  • James K & Arroba T (1999) Energizing the Workplace: A Strategic Response to Stress. Hampshire: Gower Publishing Limited.
  • James K, Jarrett M & Neumann J (1998) Group Dynamics and Unconscious Organisational Behaviour: Educating MBA Students in Non-Rational Aspects of Change.. In: Educational Innovation in Economics and Business III. Milter RG, Stinson JE, Gijselaers WH (ed.), Dordrecht: Kluwer Academic Publishers, p. 79-98.
  • Arroba T & James K (1992) Pressure at Work: A Survival Guide for Managers. Berkshire: McGraw-Hill Book Company, ed. 2nd Edition.
  • James K (1980) The Development of Senior Managers for the Future. In: Advances in Management Education. Beck J, Cox C (ed.), John Wiley & Sons, p. 55-72.