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Our People

Dr Carole Elliott

BA, Dip, MSc, PhD, Academic Member CIPD

Carole graduated with a degree in modern languages from the University of Western Australia, following which she worked in France and Germany for a number of years before returning to the UK.

Biography

Carole graduated with a degree in modern languages from the University of Western Australia, following which she worked in France and Germany for a number of years before returning to the UK.

During her MSc and PhD studies she worked in university administration before becoming a lecturer at Lancaster University Management School. Prior to joining Durham Carole was a senior lecturer at Hull University Business School where she also acted as Director of Learning and Teaching. Carole is an associate editor of Human Resource Development International (HRDI) and sits on the Board of Directors of the US Academy of Human Resource Development (AHRD). 

Research Interests

  • Management and Leadership Learning
  • Gender and Leadership
  • Critical Human Resource Development
  • Visual Methodologies

Publications

    Authored book

  • Elliott, C. & Stead, V. (2009). Women’s Leadership. London: Palgrave Macmillan.
  • Chapter in book

  • Elliott, C. & Robinson, S. (2014). Towards an Understanding of Corporate Web Identity. In The Routledge Companion to Visual Organization. Bell, E., Warren, S. & Schroeder, J. London: Routledge. 273-288.
  • Elliott, C. & Stead, V. (2010). Learning from Leading Women’s Experience: towards a sociological understanding. In Women and Management. Gatrell, C., Cooper, C.L. & Kossek, E. Edward Elgar. 1 and 2.
  • Elliott, C. & Turnbull, S. (2005). Critical Thinking in HRD: an introduction. In Critical Thinking in HRD. Elliott, C. & Turnbull, S. London: Routledge.
  • Turnbull, S. & Elliott, C. (2005). Pedagogies of HRD: the socio-political implications. In Critical Thinking in HRD. Elliott, C. & Turnbull, S. London: Routledge.
  • Elliott, C. & Turnbull, S. (2003). Reconciling Autonomy and Community in HRD. In HRD in a Complex World. Lee, M. London: Routledge.
  • Edited book

  • Elliott, C. & Turnbull, S. (2005). Critical Thinking in Human Resource Development. London: Routledge.
  • Journal Article

  • Edwards, G., Elliott, C., Iszatt-White, M. & Schedlitzki, D. (2015). Using Creative Techniques in Leadership Learning and Development: An Introduction. Advances in Developing Human Resources 17(3): 279-288.
  • Griffin, M., Learmonth, M. & Elliott, C. (2015). Non-Domination, Contestation and Freedom: The Contribution of Philip Pettit to Learning and Democracy in Organizations . Management Learning 46(3): 317-336.
  • Kempster, S., Turner, A., Heneberry, P., Stead, V. & Elliott, C. (2015). The "Finger Puppets": Examining the Use of Artifacts to Create Liminal Moments in Management Education. Journal of Management Education 39(3): 433-438.
  • Elliott, C. & Reynolds, M. (2013). Participative pedagogies, group work and the international classroom: an account of students' and tutors'. Studies in Higher Education 39(2): 307-320.
  • Elliott, C. & Reynolds, M. (2013). The multi-national classroom and management pedagogies: alternative perspectives and their implications. Studies in Higher Education Forthcoming.
  • Stead,V. & Elliott, C. (2013). Women’s leadership learning: A reflexive review of representations and leadership teaching. Management Learning 44(4): 373-394.
  • Elliott, C. & Robinson, S. (2012). MBA Imaginaries. Projections of Internationalisation. Management Learning 43(2): 157-181.
  • Swan, E., Stead, V. & Elliott, C. (2009). Feminist Challenges and Futures: Women, Diversity and Management Learning. Management Learning 40(4): 431-437.
  • Elliott, C. & Stead, V. (2008). Learning from Leading Women's Experience: Towards a Sociological Understanding. Leadership 4(2): 159-180.
  • Elliott, C., Rouse, M. & Vera, D. (2008). Learning Fusion: Introduction to the Dedicated Organizational Learning, Knowledge and Capabilities Issue. Management Learning 39(4): 371-374.
  • Elliott, C. (2008). Emancipating Assessment: assessment assumptions and critical alternatives in an experience-based programme. Management Learning 39(3): 271-293.
  • Elliott, C. & Turnbull, S. (2003). Reconciling Autonomy and Community – the paradoxical role of HRD. Human Resource Development International 6(4): 457-474.
  • Elliott, C. (2003). Representations of the intellectual: insights from Gramsci on Management Education. Management Learning 34(4): 411-427.
  • Elliott, C. & Reynolds, M. (2002). Management-Educator Relations from a Critical perspective. Journal of Management Education 26(5): 512-526.
  • Elliott, C. (2000). Does HRD acknowledge human becomings? A view of the UK literature. Human Resource Development Quarterly 11(2): 187-197.
  • Presentation

  • Scholes, L., Elliott, C., Hughes, M. & Mustafa, M. (2015), Family Firm Performance: Trusts, Ownership and Governance, The 11th Annual Family Enterprise Research Conference. Burlington, US., Burlington VT.
  • Scholes, L., Elliott, C., Hughes, M. & Mustafa, M. (2015), Family Firm Performance: Trusts, Ownership and Governance, IFERA 2015 Annual Conference: Tradition and Innovation in Family Business. Hamburg, Germany Hamburg.

Contact Details

Senior Lecturer in Management, MSc Managment Route Leader (Human Resources Management)
+44 191 3345553