Contact Professor Kim Turnbull James
- Tel: +44 (0) 1234 750111
- Email: k.james@cranfield.ac.uk
Background
During her time with Cranfield, Kim’s leadership roles included membership of the School Executive, Dean of Faculty for Academic Affairs, Director of the Executive Doctorate in Business Administration, Director of Faculty Development and Director Women as Leaders programme. She was on the international editorial board of the journal Management Learning of which she was a founding editor for many years, with many publications on leadership and leadership development for both academic and practitioner readership. Kim received her PhD from the University of Aston in Birmingham for research into the leadership development of senior leaders. Kim is a Chartered Psychologist.
Research opportunities
Kim research has explored new leadership practices that enable organizations to respond to complexity, work with adaptive challenges, and create the capacity for rethinking leadership. Her work includes the political and emotional dynamics that impact strategic change, drawing on systems psychodynamic thinking.
Current activities
Kim Turnbull James is Professor (Emerita) of Leadership and Executive Learning at Cranfield School of Management.
Kim designs and delivers leadership development interventions, including leadership programmes, coaching and team consulting, focused on learning embedded in real organisational problems. Her wide range of clients in private, public and not for profit sectors has enabled her to gain insight into many different organisations, cultures and working practices which supports the practicality and applicability of her leadership activity.
Publications
Articles In Journals
- Cowley CI, Denyer D, Kutsch E & Turnbull James K. (2021). Constructing safety: reconciling error prevention and error management in oil & gas and petrochemicals operations. Academy of Management Discoveries, 7(4)
- Neumann JE, Turnbull James K & Vince R. (2019). Key Tensions in Purposive Action by Middle Managers Leading Change. Research in Organizational Change and Development, 27
- Wang L, James KT, Denyer D & Bailey C. (2014). Western views and Chinese whispers: Re-thinking global leadership competency in multi-national corporations. Leadership, 10(4)
- Probert J & Turnbull James K. (2011). Leadership development: Crisis, opportunities and the leadership concept. Leadership, 7(2)
- Fitzsimons D, Turnbull James K & Denyer D. (2011). Alternative approaches for studying shared and distributed leadership. International Journal of Management Reviews, 13(3)
- Turnbull James K & Denyer D. (2009). Historical Roots and Future Directions: New Challenges for Management Learning. Management Learning, 40(4)
- Burgoyne J & James KT. (2006). Towards Best or Better Practice in Corporate Leadership Development: Operational Issues in Mode 2 and Design Science research. British Journal of Management, 17(4)
- James KT & Arroba T. (2005). Reading and Carrying. Management Learning, 36(3)
- Belling R, James K & Ladkin D. (2004). Back to the workplace: How organisations can improve their support for management learning and development. Journal of Management Development, 23(3)
- Wilson S, Butler M, James K, Partington D, Singh V, .... (2004). The fallacy of integration: work and non‐work in professional services. Women in Management Review, 19(4)
- Huffington C & Turnbull James K. (2004). Containment of Anxiety in Organizational Change: A Case Example of Changing Organizational Boundaries. Organisational and Social Dynamics, 2
- Jarrett M & Turnbull James K. (2003). ‘The Elusive 'Dream Team': CEO or Consultant Fantasy?. Organisational and Social Dynamics, 1
- James K & Clark G. (2002). Service organisations: issues in transition and anxiety containment. Journal of Managerial Psychology, 17(5)
- James K. (1999). Re‐thinking organisational stress: the transition to the new employment age. Journal of Managerial Psychology, 14(7/8)
- Snell R & James K. (1994). Editorial: Historical Roots and Future Directions.
- James K & Snell R. (1994). Management Learning. Management Learning, 25(1)
- Snell R & James K. (1994). Historical Roots and Future Directions. Management Learning, 25(4)
- Snell R & James K. (1994). Beyond the Tangible in Management Education and Development. Management Learning, 25(2)
- Burnett D & James K. (1993). Body/mind psychology in manager development: A route to enhanced managerial effectiveness. European Management Journal, 11(4)
- Snell R & James K. (1992). Editorial. Management Education and Development, 23(2)
- Baddeley S & James K. (1991). The Power of Innocence: From Politeness To Politics. Management Education and Development, 22(2)
- Arroba T & James K. (1990). Reducing the Cost of Stress: An Organisational Model. Personnel Review, 19(1)
- James K & Arroba T. (1990). Politics and Management: The Effect of Stress on the Political Sensitivity of Managers. Journal of Managerial Psychology, 5(3)
- Baddeley S & James K. (1990). Political Management: Developing the Management Portfolio. Journal of Management Development, 9(3)
- James K & Robertson G. (1989). Politics and Management Development. Management Education and Development, 20(3)
- James K. (1989). Encounter analysis: Front‐line conversations and their role in improving customer service. Local Government Studies, 15(3)
- Arroba T & James K. (1988). Are politics palateable to women managers? how women can make wise moves at work. Women in Management Review, 3(3)
- Baddeley S & James K. (1987). Owl, Fox, Donkey or Sheep: Political Skills for Managers. Management Education and Development, 18(1)
- Baddeley S & James K. (1987). From Political Neutrality to Political Wisdom. Politics, 7(2)
- Turnbull James K. (1980). Management and the Future. Management Bibliographies & Reviews, 6
- Turnbull James K. (1978). Learning Theory and Management Development. Management Bibliographies and Reviews, 4