Professor Russ Vince
Professor of Leadership & Change
Key Research Interests:
Organisational Learning, Leadership and Change
We often imagine that organizations are rational places, where we can solve problems, make decisions and implement strategies. Many of us also know from our experience that organizations are highly political places and that they are full of complicated emotions and relations that easily undermine attempts to lead, learn and change. My research has investigated the emotional and political dynamics of organising, as well as the impact of these dynamics on management learning, management development, change and leadership. The general themes of my research include: management and organizational learning, leadership and leadership development, emotion in organizations, group relations/systems psychodynamics, and the organization of reflection.
My research is connected with a number of academic leadership roles. I am a former Editor-in-Chief of the international academic journal Management Learning (2005-2010); an International Advisor to the Doctoral School of Organizational Learning, Copenhagen, Denmark; and Academic Director of the Leading Consultation programme, Paris, France. I am an internationally recognised expert in organizational learning and action learning.
Jump to:Books | Leading Refereed Journals Papers | Other Outputs
Reynolds, M., & Vince, R. (Eds.). 2007. The handbook of experiential learning and management education. Oxford: Oxford University Press.
Reynolds, M, & Vince, R. (Eds.). 2004. Organizing reflection, London: Ashgate.
Vince, R. 2004. Rethinking Strategic Learning, London: Routledge.
Leading Refereed Journal Papers
Vince, R. and Mazen, A. (2014) Violent Innocence: A contradiction at the heart of leadership. Organization Studies 35(2): 189-207. DOI: 10.1177/0170840613511924
Voronov, M. and Vince, R. (2012) Integrating Emotions into the Analysis of Institutional Work, Academy of Management Review 37(1) 58-81. DOI: 10.5465/amr.2010.0247
Vince, R. (2012) The Contradictions of Impact: Action Learning and Power in Organizations, Action Learning Research & Practice 9(3) 209-218. DOI: 10.1080/14767333.2012.722356
Read M., Gear, A.R.E., & Vince R. (2012) Group Inquiry to Aid Organizational Learning in Enterprises Journal of the Operational Research Society 63(6) 736-747. DOI:10.1057/jors.2011.80
Clancy, A., Vince, R. and Gabriel, Y. (2011) That Unwanted Feeling: A Psychodynamic Study of Disappointment in Organizations British Journal of Management 23(4) 518-531. DOI:10.1111/j.1467-8551.2011.00780.x
Vince R. (2011) The Spatial Psychodynamics of Management Learning, Management Learning 43(3) 333-348.
Vince R. (2010) Anxiety, Politics and Critical Management Education, British Journal of Management 21(1): S26-S29. DOI: 10.1111/j.1467-8551.2009.00678.x
Orr K & Vince R. (2009) Traditions of Local Government, Public Administration 87(3) 655-677. DOI: 10.1111/j.1467-9299.2009.01770.x
Vince R (2008). 'Learning-in-Action' and 'Learning Inaction': Advancing the theory and practice of critical action learning. Action Learning: Research and Practice. 5(2) 93-104. DOI:10.1080/14767330802185582
Vince R (2006) Being taken over: Managers emotions and rationalisations during a company takeover, Journal of Management Studies, 43(2):343 - 365.
Vince R & Reynolds M (2004) Critical management education and action-based learning: Synergies and contradictions Academy of Management Learning and Education, 3(4):442 - 458. DOI:N/A
Vince R & Saleem T (2004) The impact of caution and blame on organizational learning Management Learning, 35(2):131 – 152. DOI:10.1177/1350507604043022
Gear ARE, Vince R, Read M & Minkes L (2003) Group enquiry for collective learning in organizations Journal of Management Development, 22(2):88-102. DOI:N/A
Vince R (2003) The future practice of HRD. Human Resource Development International 6(4):559 – 563. DOI:10.1080/13678860310001630656
Vince R (2002) The impact of emotion on organizational learning. Human Resource Development International, 5(1):73-85. DOI:N/A
Vince R (2002) The politics of imagined stability: a psychodynamic understanding of change at Hyder plc, Human Relations, 55(10):1189-1208. DOI:N/A
Vince R (2002) Organizing reflection. Management Learning, 33(1):63-78.
Vince R, Sutcliffe K & Olivera F (2002) Organizational learning: New directions. British Journal of Management, 13 (Special Issue, September). DOI:10.1111/1467-8551.13.s2.1
James C & Vince R (2001) Developing the leadership capability of headteachers. Educational Management and Administration, 29(3):307-317. DOI:10.1177/0263211X010293005
Vince R (2001) Organizational learning: A personal viewpoint. International Journal of Management and Decision Making, 2(1):2-7. DOI:10.1504/IJMDM.2001.001217
Vince R (2001) Power and emotion in organizational. Learning. Human Relations 54(10):1325-1351. DOI:N/A
Vince, R. (forthcoming). What do HRD scholars and practitioners need to know about power, emotion and HRD? Human Resource Development Quarterly
Vince, R. (2013) ‘The Unexpected Neighbor: Learning, space and the unconscious in organizations’ in Peter Meusburger et al (eds.) Knowledge and Space: Volume 6, Heidelberg: Springer.
Vince, R. 2012 ‘Inaction: power and politics in action learning’ in Mike Pedler (Ed.) Action Learning in Practice(4th Edition), London: Gower.
Vince, R. and Warren, S. 2011 ‘Participatory Visual Methods’ in Cathy Cassell and Gillian Symon (Eds.) The Essential Guide to Qualitative Methods in Organizational Research (2nd Edition). London: SAGE
Vince, R. and Gabriel, Y. 2011 ‘Organizations, Learning and Emotion’ in Mark Easterby-Smith and Marjorie Lyles (Eds.) The Handbook of Organizational Learning and Knowledge Management(2nd Edition) Oxford: Blackwell.
Oikarinen, T., Pässilä A. and Vince, R. 2011 ‘The Role of Reflection, Reflection on Roles: Practice-based innovation through theatre-based learning’. In Helina Melkas and Vesa Harmaakorpi (Eds.) Practice-based Innovation: Insights, Applications and Policy Implications, Helsinki: Springer.
Vince, R and Reynolds, M. 2010. ‘Leading Reflection: Developing the relationship between leadership and reflection’ In J. Gold, R. Thorpe and A. Mumford (Eds) The Handbook of Leadership and Management Development. London: Sage.
Vince, R. & Reynolds, M. 2009. Reflection, reflective practice and reflection in action. In Steven J. Armstrong & Cynthia Fukami (Eds.). The handbook of management learning, education and development. London: Sage. [Forthcoming].
Vince, R. 2008. Drawings and images in management research. In R. Thorpe & R. Holt (Eds.). The dictionary of qualitative management research. London: Sage.
Vince, R., & Reynolds, M. 2007. Action Learning in S. Clegg & J. Bailey. The international encyclopedia of organization studies. London: Sage.
Reynolds, M., & Vince, R. 2007. Reflective practice in S. Clegg & J. Bailey. The international encyclopedia of organization studies. London: Sage.
Vince, R. 2005. Ideas for critical practitioners In C. Elliott & S. Turnbull (Eds.) Critical human resource development. London: Routledge.
Vince, R., & Martin, L. 2005. Dentro laction learning: unesplorazione delle implicazioni psicologiche e politiche del modello In F. Cecchinato & D. Nicolini (Eds.) Action learning: metodi e strumenti per lo svilppo manageriale basato sullazione. Millano: II Sole 24 Ore ISTUD.
Heimer, C., & Vince, R. 2004. International cross-cultural teams, In S. Reddy Teamwork: perspectives and challenges. Hyderabad, India: ICFAI University Press.
Reynolds, M., & Vince R. 2004. Organizing reflection: An introduction. In Reynolds, M., & Vince, R. (Eds.) Organizing reflection. London: Ashgate.
Vince, R. 2004. Politics, emotion and learning: Towards an organizational orientation in Human Resource Development. In J. Woodall, M. Lee & J. Stewart (Eds.) New frontiers in human resource development. London: Routledge.