Structuring storytelling in management practice

Martin Eley, Geof Hill

    Research output: Contribution to journalArticlepeer-review


    This paper reports on an inquiry undertaken to analyse the use of storytelling in leadership/management practices. The aim of the inquiry is to identify one or more structural commonalities which drive or contribute to change in business professionals? perception and practice of leadership. The contrasting approaches to investigating management practice between modernism and post-modernism have divided the discourse. Encouragement for soft attribute management in contrast to scientific management has led to a range of alternate person centred ways of investigating management practice. This includes the use of practitioner stories. A structured questionnaire was used as a consistent method of data collection in this inquiry across different groups and in different international locations. The findings have identified a clear and easily understood structural divide which can be simply applied when considering a story in a leadership and management context. It identifies and explains the Eley-Hill FACE Switch (Fundamental Associated Change in Emotion). In so doing it contributes to knowledge in this area and facilitates management practice and thereby potentially performance impact.
    Original languageEnglish
    Pages (from-to)14-21
    Number of pages8
    JournalInternational Journal of Professional Management
    Issue number3
    Publication statusPublished (VoR) - 1 May 2017


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