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Brad Jackson

Director of the Policy Innovation Hub and Professor of Social Innovation

Griffith University

Griffith Business School

Faculty: Expert contributors

Gold Coast, Australia

Areas of expertise

  • Innovation
  • Public leadership
  • Public management
Brad Jackson

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Prior to joining Griffith in March 2018, Brad was Professor of Public and Community Leadership at Victoria University of Wellington, where he was the Head of School of Government and Head of School of Management. At the University of Auckland Business School, he was Co-Director of the New Zealand Leadership Institute and the Fletcher Building Education Trust Chair in Leadership.

Brad has published six books: Management Gurus and Management Fashions, The Hero Manager, Organisational Behaviour in New Zealand, A Very Short, Fairly Interesting and Reasonably Cheap Book About Studying LeadershipDemystifying Business Celebrity and Revitalising Leadership. He has also co-edited the Sage Handbook of Leadership and Major Works in Leadership Studies. He is a former co-editor of the journal Leadership, and the former Vice-Chair of the Akina Foundation and the International Leadership Association.

His current research explores the inter-relationship between leadership and governance practices in promoting and sustaining social innovation and the application of place-based approaches to foster cross-sectoral leadership development and education.

Selected publications

Raelin, J. A., Kempster, S., Youngs, H., Carroll, B., & Jackson, B. (2018). Practicing leadership-as-practice in content and manner. Leadership, doi 10.1177/1742715017752422.

Wilson, S., Cummings, S., Jackson, B., & Proctor-Thomson, S. (2017). Revitalising Leadership: Putting Theory and Practice Into Context. Routledge.

Jackson, B., Nicoll, M., & Roy, M. J. (2017). The distinctive challenges and opportunities for creating leadership within social enterprises. Social Enterprise Journal, 14(1): 71-91.

Smolovic Jones, O., & Jackson, B. (2015). Seeing leadership: becoming sophisticated consumers of leadership. In Carroll, B.; Ford, J. and Taylor, S. (eds), Leadership: Contemporary Critical Perspectives. London: Sage, p. 253–271.

Zeitner, D., Rowe, N., & Jackson, B. (2015). Embodied and embodiary leadership: Experiential learning in dance and leadership education. Organizational Aesthetics, 5(1), 167-187.

Kelly, D., Jackson, B., & Henare, M. (2014). ‘He Apiti Hono, He Tātai Hono’: Ancestral Leadership, Cyclical Learning and the Eternal Continuity of Leadership. In Core-Periphery Relations and Organisation Studies. London: Palgrave Macmillan, pp. 164-184.