Publications

Larsson, M., Clifton, J., & Schnurr, S. (2021). The fallacy of discrete authentic leader behaviors: Locating authentic leadership in interaction. Leadership, 17427150211015844. doi.org/10.1177/17427150211015845

Knudsen, M., & Larsson, M. (2021) The deep organisation. The organisational view in a public management and leadership development programme. Teaching Public Administration

Larsson, M., & Knudsen, M. (2021) The socio-moral order or a leadership development program: A study of program participant community. Management Learning

Arvedsen LD and Hassert LO (2020) Accomplishing leadership-in-interaction by mobilizing available information and communication technology objects in a virtual context. Leadership. SAGE Publications: 1742715020917819. DOI: 10.1177/1742715020917819.

Larsson, M., Carsten, M., & Knudsen, M. (2020). ‘Good intentions gone wrong. Investigating a strategically oriented MLD program’. Journal of Management Development.

Larsson, M., Holmberg, R., & Kempster, S. (2019). ‘It’s the organization that is wrong’: Exploring disengagement from organisations through leadership development. Leadership.

Asad, Sarosh, & Sadler-Smith, Eugene  (2020). Differentiating Leader Hubris and Narcissism on the Basis of Power. Leadership, 16 (1), 39-61. 

Meier, F., & Carroll, B. (2019). Making up leaders: Reconfiguring the executive student through profiling, texts and conversations in a leadership development programme. Human Relations. 

Lee, Y-t., & Paunova, M. (2017). How learning goal orientation fosters leadership recognition in self-managed teams: A two-stage mediation model. Applied Psychology, 66(4): 553-576.  

Paunova, M. (2017). Who gets to lead the multinational team? An updated status characteristics perspective. Human Relations, 70(7): 883-907.