Yr Athro Mike Wallace

(e/fe)

MA (Cantab), PhD (East Anglia)

Articles

• Reed, M. and Wallace, M. 2015. Elite discourse and institutional innovation: making the hybrid happen in English public services. Research in the Sociology of Organizations 43, pp. 269-302. (10.1108/S0733-558X20150000043022)
• Wray, A. and Wallace, M. 2015. Developing research expertise in applied linguistics: capacity-building for today’s interdisciplinary challenges. ITL: International Journal of Applied Linguistics 166(1), pp. 3-36. (10.1075/itl.166.1.01wra)
• Hoyle, E. and Wallace, M. 2014. Organisational studies in an era of educational reform. Journal of Educational Administration and History 46(3), pp. 244-269. (10.1080/00220620.2014.919900)
• Tomlinson, M., O'Reilly, D. and Wallace, M. 2013. Developing leaders as symbolic violence: Reproducing public service leadership through the (misrecognized) development of leaders' capitals. Management Learning 44(1), pp. 81-97. (10.1177/1350507612472151)
• Wallace, M. and Hoyle, E. 2012. The dynamics of irony in organizational change: coping with a school merger. Public Administration 90(4), pp. 974-999. (10.1111/j.1467-9299.2012.02038.x)
• Wray, A. and Wallace, M. 2011. Accelerating the development of expertise: a step-change in social science research capacity building. British Journal of Educational Studies 59(3), pp. 241-264. (10.1080/00071005.2011.599790)
• Wallace, M., Deem, R., O'Reilly, D. and Tomlinson, M. 2011. Developing leadership capacity in English secondary schools and universities: Global positioning and local mediation. British Journal of Educational Studies 59(1), pp. 21-40. (10.1080/00071005.2010.529415)
• Wallace, M., O'Reilly, D., Morris, J. L. and Deem, R. 2011. Public service leaders as 'change agents' - for whom? Responses to leadership development provision in England. Public Management Review 13(1), pp. 65-93. (10.1080/14719037.2010.501614)
• Wallace, M., Tomlinson, M. and O'Reilly, D. 2011. The mediation of acculturation: orchestrating school leadership development in England. Educational Management Administration and Leadership 39(3), pp. 261-282. (10.1177/1741143210393996)
• Wallace, M. and Tomlinson, M. 2010. Contextualizing leader dynamics: how public service leaders endeavour to build influence. Leadership 6(1), pp. 21-45. (10.1177/1742715009354238)
• Hoyle, E. and Wallace, M. 2008. Two faces of organizational irony: endemic and pragmatic. Organization Studies 29(11), pp. 1427-1447. (10.1177/0170840607096383)
• Wallace, M. and Schneller, E. 2008. Orchestrating emergent change: the 'hospitalist' movement in US Healthcare. Public Administration 86(3), pp. 761-778. (10.1111/j.1467-9299.2008.00740.x)
• Wallace, M. and Hoyle, E. 2007. Educational Reform: An Ironic Perspective. Educational Management Administration and Leadership 35(1), pp. 9-25. (10.1177/1741143207071383)
• Hoyle, E. and Wallace, M. 2007. Beyond Metaphors of Management: the Case for Metaphoric Re-description in Education. British Journal of Educational Studies 55(4), pp. 426-442. (10.1111/j.1467-8527.2007.00384.x)
• Wallace, M. 2007. Educational Myth-Making with "Due Accuracy and Impartiality"? A Current Affairs TV Episode in the United Kingdom. Peabody Journal of Education 82(1), pp. 10-31. (10.1080/01619560709336535)
• Stoll, L., Bolam, R., McMahon, A., Wallace, M. and Thomas, S. 2006. Professional Learning Communities: A Review of the Literature. Journal of Educational Change 7(4), pp. 221-258. (10.1007/s10833-006-0001-8)
• Jones, R. L. and Wallace, M. 2005. Another bad day at the training ground: Coping with ambiguity in the coaching context. Sport, Education and Society 10(1), pp. 119-134. (10.1080/1357332052000308792)
• Wallace, M. 2004. Orchestrating complex educational change: Local reorganisation of schools in England. Journal of Educational Change 5(1), pp. 57-78. (10.1023/B:JEDU.0000022844.50126.2f)
• Wallace, M. 2003. Managing the unmanageable? Coping with complex educational change. Educational Management Administration & Leadership 31(1), pp. 9-29. (10.1177/0263211X030311002)
• Wallace, M. and Wray, A. 2002. The fall and rise of linguists in education policy-making: From "common sense" to common ground. Language Policy 1(1), pp. 75-98.
• Muschamp, Y., Wallace, M. and Stoll, L. 2002. Realising the potential for evidence-informed policy and practice in primary schools. Education 3-13: International Journal of Primary, Elementary and Early Years Education 30(3), pp. 28-34. (10.1080/03004270285200321)
• Wallace, M. 2002. Modelling Distributed Leadership and Management Effectiveness: Primary School Senior Management Teams in England and Wales. School Effectiveness and School Improvement 13(2), pp. 163-186. (10.1076/sesi.13.2.163.3433)
• Wallace, M. 2001. Sharing leadership of Schools through teamwork: a justifiable risk?. Educational Management Administration & Leadership 29(2), pp. 153-167. (10.1177/0263211X010292002)
• Wallace, M. 2001. 'Really good ideas'?: developing evidence-informed policy and practice in educational leadership and management: a 'rejoinder' to Rosalind Levacic and Ron Glatter. Educational Management Administration & Leadership 29(1), pp. 27-34. (10.1177/0263211X010291002)
• Wallace, M. and Rogers, G. 2001. Potentially Aspiring Headteachers in Small Welsh Primary Schools: Education professionals that policy makers forgot?. School Leadership & Management 21(4), pp. 441-461. (10.1080/13632430120108952)

Book sections

• Jones, R. and Wallace, M. 2014. Another bad day at the training ground: coping with the ambiguity in the coaching context. In: Garvey, R. ed. Fundamentals of Coaching and Mentoring. SAGE Library in Business and Management SAGE Publications
• Wallace, M. and Hoyle, E. 2013. Educational reform: An ironic perspective. In: Bell, L. and Stevenson, H. eds. Organizing Public Education., Vol. 1. Organizing & Managing Public Services SAGE Publications
• Wallace, M. and Tomlinson, M. 2011. Contextualising leader dynamics: how public service leaders endeavour to build influence. In: Preedy, M., Bennett, N. and Wise, C. eds. Educational leadership: context, strategy and collaboration. London: Sage, pp. 145-158.
• Wallace, M. and Wray, A. 2011. Scholarly reading as a model for scholarly writing. In: Rocco, T. S. and Hatcher, T. eds. The Handbook of Scholarly Writing and Publishing. Jossey-Bass higher and adult education series San Francisco: Jossey-Bass, pp. 44-61.
• Wallace, M. and Wray, A. 2009. Complexity theory and emergent change. Case study. In: Saunders, M., Lewis, P. and Thornhill, A. eds. Research Methods for Business Students. 5th ed.. Harlow: Prentice Hall, pp. 102-104.
• Hoyle, E. and Wallace, M. 2008. Leadership for professional practice. In: Gewirtz, S. et al. eds. Changing teacher professionalism international trends, challenges and ways forward. Abingdon: Taylor & Francis/Routledge, pp. 204-214.
• Donaldson, C., Hartley, J., Skelcher, C. and Wallace, M. 2008. Conclusions: current themes and future directions. In: Donaldson, C. et al. eds. Managing to improve public services. Cambridge: Cambridge University Press, pp. 281-288.
• Wallace, M. 2008. Towards Effective Management of a Reformed Teaching Profession. In: Johnson, D. and Maclean, R. eds. Teaching: Professionalisation, Development and Leadership ( Festschrift for Professor Eric Hoyle). Dordrecht: Springer, pp. 181-198.
• Wallace, M. and Fertig, M. 2008. Orchestrating Complex and Programmatic Change in the Public Services. In: Hartley, J. et al. eds. Managing to Improve Public Services. Cambridge: Cambridge University Press, pp. 257-276.
• Wallace, M. 2008. Mike Wallace on critical reading and writing. In: Huff, A. S. ed. Designing research for publication. London: Sage, pp. 271-284.
• Wallace, M. 2007. Coping with complex and programmatic public service change. In: Wallace, M., Fertig, M. and Schneller, E. eds. Managing Change in the Public Services. Oxford, UK: Wiley-Blackwell, pp. 13-35.
• Schneller, E. and Wallace, M. 2007. Unsystematic responses to a chaotic service environment: shaping the division of labour in patient care. In: Wallace, M., Fertig, M. and Schneller, E. eds. Managing Change in the Public Services. Malden, MA: Blackwell, pp. 153-172.
• Wallace, M. 2007. Prospects for understanding and improving complex public service change. In: Wallace, M., Fertig, M. and Schneller, E. eds. Managing Change in the Public Services. Malden, MA: Blackwell, pp. 228-234.
• Wallace, M. and Fertig, M. 2007. Applying complexity theory to public service change: creating chaos out of order?. In: Wallace, M., Schneller, E. and Fertig, M. eds. Managing Change in the Public Services. Wiley, pp. 36-56.
• Wallace, M. and Hoyle, E. E. 2007. An ironic perspective on public service change. In: Wallace, M., Fertig, M. and Schneller, E. eds. Managing Change in the Public Services. Wiley, pp. 75-94.
• Jones, R. L. and Wallace, M. 2006. The coach as 'orchestrator': more realistically managing the complex coaching context. In: Jones, R. L. ed. The Sports Coach as Educator: Re-conceptualising Sports Coaching. London: Routledge, pp. 51-64.
• Hoyle, E. and Wallace, M. 2003. Management and teaching: two cultures or one?. In: Sutherland, R., Claxton, G. and Pollard, A. eds. Learning and Teaching where Worldviews Meet. Stoke-on-Trent: Trentham Books, pp. 89-103.
• Wallace, M. and Poulson, L. 2003. Critical reading for self-critical writing. In: Wallace, M. and Poulson, L. eds. Learning to Read Critically in Educational Leadership and Management. Learning to Read Critically series London: Sage, pp. 3-38.
• Wallace, M. and Huckman, L. 2002. Senior management teams: creating a team in their own image?. In: Kydd, L., Anderson, L. and Newton, W. eds. Leading People and Teams in Education. Leading and Managing for Effective Education London: Open University in association with P. Chapman Pub., pp. 229-244.

Books

• Wallace, M., Reed, M., O'Reilly, D., Tomlinson, M., Morris, J. and Deem, R. 2022. Developing public service leaders: elite orchestration, change agency, leaderism, and neoliberalization. Oxford: Oxford University Press. (10.1093/oso/9780199552108.001.0001)
• Wallace, M. and Wray, A. 2021. Critical reading and writing for postgraduates (4th edition). Student Success. Sage.
• Wallace, M. and Wray, A. 2016. Critical reading and writing for postgraduates (3rd edition). Sage Study Skills Series. Sage.
• Wallace, M. and Wray, A. 2011. Critical reading and writing for postgraduates. 2nd ed.. SAGE Study Skills Series. London: Sage.
• Hartley, J. et al. eds. 2008. Managing to improve public services. Cambridge: Cambridge University Press.
• Wallace, M., Fertig, M. and Schneller, E. eds. 2006. Managing change in the public services. Malden, MA: Blackwell.
• Wallace, M. and Wray, A. 2006. Critical reading and writing for postgraduates. Sage Study Skills. London: Sage.
• Hoyle, E. and Wallace, M. 2005. Educational leadership: ambiguity, professionals and managerialism. London: Sage.
• Wallace, M. and Pocklington, K. 2002. Managing complex educational change: large scale reorganisation of schools. London: Routledge.

Conferences

• Wallace, M. and Reed, M. I. 2011. Making the hybrid happen: Leadership discourse and organizational hybridization in public services. Presented at: British Academy of Management Conference (BAM) 2011, Birmingham, UK, 13-15 September 2011.
• Wallace, M. 2011. Mobilizing public service leaders as change agents through leadership development initiatives in England: Problems and prospects. Presented at: Public Management Research Association Conference, Syracuse University, USA, 2-4 June 2011.
• Wallace, M., O'Reilly, D., Reed, M. I. and Tomlinson, M. 2010. Developing public service leaders as change agents: the mediation of mobilization. Presented at: British Academy of Management (BAM) Conference 2010, Sheffield, UK, 14-16 September 2010.
• Tomlinson, M., O'Reilly, D. and Wallace, M. 2010. Exploring leadership capitals: Public service transformation and changing capitals and credentials in leadership careers. Presented at: British Sociological Association (BSA) Annual Conference 2010, Glasgow, UK, 2010.
• O'Reilly, D., Tomlinson, M. and Wallace, M. 2010. Changing capitals and credentials in leadership careers: exploring the evolution of leaderism in the transformation of UK public services. Presented at: British Sociological Association (BSA) Annual Conference, Glasgow, Scotland, 2010.
• Wallace, M. and Tomlinson, M. 2009. Acculturating school leaders as change agents for reform? Mediatory responses to leadership development in England. Presented at: American Educational Research Association 2009 Annual Meeting, San Diego, California, USA, 13-17 April 2009.
• Wallace, M. and Deem, R. 2009. Global positioning and local mediation: The politics of leadership capacity in English schools and universities. Presented at: American Educational Research Association 2009 Annual Meeting, San Diego, California, USA, 13-17 April 2009.
• Wallace, M., Tomlinson, M. and O'Reilly, D. 2009. Acculturating school leaders as change agents for reform? Mediatory responses to leadership development. Presented at: The Annual Meeting of the American Educational Research Association, San Diego, CA, April 2009.
• Wallace, M., O'Reilly, D., Tomlinson, M. and Deem, R. 2009. Global positioning and local mediation: the politics of leadership capacity in English secondary schools and universities. Presented at: The American Educational Research Association Annual Meeting, San Diego, CA, 2009.
• Wallace, M. and Tomlinson, M. 2008. Contextualising leader dynamics: How public service leaders build influence. Presented at: British Academy of Management Conference (BAM) 2008, Harrogate, UK, 9-11 September 2008.
• Wallace, M. 2008. Acculturating public service leaders as change agents? Mediatory responses to leadership development in England. Presented at: Twelfth International Research Symposium on Public Management (IRSPM XII), Brisbane, Australia, 26-28 March 2008.
• Wallace, M. and Hoyle, E. 2008. Ambiguity and irony in policy implementation: The extreme case of a school merger. Presented at: Twelfth International Research Symposium on Public Management (IRSPM XII), Brisbane, Australia, 26-28 March 2008.
• Wallace, M. 2008. The dynamics of coping: maintaining normal public service while orchestrating complex change. Presented at: Twelfth Annual Conference of the International Research Society for Public Management (IRSPM XII), Queensland University of Technology, Brisbane, Australia, 26-28 March 2008.
• Wallace, M. 2008. The dynamics of coping: Maintaining normal public service while orchestrating complex change. Presented at: Twelfth International Research Symposium on Public Management (IRSPM XII), Brisbane, Australia, 26-28 March 2008.
• Wallace, M. and Schneller, E. 2007. The emergence of the US hospitalist movement: Orchestrating unity in diversity across a pluralistic healthcare system. Presented at: Annual Conference of the British Academy of Management, Warwick, UK, 11-13 September 2007.
• Wallace, M. and Fertig, M. 2007. The orchestration of complex and programmatic public service change. Presented at: 11th International Research Symposium of the International Research Society for Public Management, Potsdam, Germany, 2-4 April 2007.

Monographs

• Stoll, L., Bolam, R., McMahon, A., Wallace, M., Hawkey, K. and Greenwood, A. 2006. Source materials for school leaders and other leaders of learning. Project Report. [Online]. Bristol: University of Bristol. Available at: http://www.educationscotland.gov.uk/images/Creating%20and%20Sustaining%20PLCs_tcm4-631034.pdf
• Bolam, R., McMahon, A., Stoll, L., Thomas, S. and Wallace, M. 2005. Creating and sustaining effective professional learning communities. Bristol: University of Bristol. Available at: http://www.educationscotland.gov.uk/images/Creating%20and%20Sustaining%20PLCs_tcm4-631034.pdf

Websites

• Wray, A. and Wallace, M. 2014. Developing social science research expertise: a resource and guide for trainers. [Online]. National Centre for Research Methods. Available at: http://www.restore.ac.uk/researchexpertise/

• Wallace, M. and Hoyle, E. 2013. Educational reform: An ironic perspective. In: Bell, L. and Stevenson, H. eds. Organizing Public Education., Vol. 1. Organizing & Managing Public Services SAGE Publications
• Tomlinson, M., O'Reilly, D. and Wallace, M. 2013. Developing leaders as symbolic violence: Reproducing public service leadership through the (misrecognized) development of leaders' capitals. Management Learning 44(1), pp. 81-97. (10.1177/1350507612472151)
• Wallace, M. and Hoyle, E. 2012. The dynamics of irony in organizational change: coping with a school merger. Public Administration 90(4), pp. 974-999. (10.1111/j.1467-9299.2012.02038.x)
• Wray, A. and Wallace, M. 2011. Accelerating the development of expertise: a step-change in social science research capacity building. British Journal of Educational Studies 59(3), pp. 241-264. (10.1080/00071005.2011.599790)
• Wallace, M., Deem, R., O'Reilly, D. and Tomlinson, M. 2011. Developing leadership capacity in English secondary schools and universities: Global positioning and local mediation. British Journal of Educational Studies 59(1), pp. 21-40. (10.1080/00071005.2010.529415)
• Wallace, M., O'Reilly, D., Morris, J. L. and Deem, R. 2011. Public service leaders as 'change agents' - for whom? Responses to leadership development provision in England. Public Management Review 13(1), pp. 65-93. (10.1080/14719037.2010.501614)
• Wallace, M., Tomlinson, M. and O'Reilly, D. 2011. The mediation of acculturation: orchestrating school leadership development in England. Educational Management Administration and Leadership 39(3), pp. 261-282. (10.1177/1741143210393996)
• Wallace, M. and Wray, A. 2011. Critical reading and writing for postgraduates. 2nd ed.. SAGE Study Skills Series. London: Sage.
• Wallace, M. and Tomlinson, M. 2010. Contextualizing leader dynamics: how public service leaders endeavour to build influence. Leadership 6(1), pp. 21-45. (10.1177/1742715009354238)
• Hoyle, E. and Wallace, M. 2008. Leadership for professional practice. In: Gewirtz, S. et al. eds. Changing teacher professionalism international trends, challenges and ways forward. Abingdon: Taylor & Francis/Routledge, pp. 204-214.
• Hartley, J. et al. eds. 2008. Managing to improve public services. Cambridge: Cambridge University Press.
• Hoyle, E. and Wallace, M. 2008. Two faces of organizational irony: endemic and pragmatic. Organization Studies 29(11), pp. 1427-1447. (10.1177/0170840607096383)
• Wallace, M. and Schneller, E. 2008. Orchestrating emergent change: the 'hospitalist' movement in US Healthcare. Public Administration 86(3), pp. 761-778. (10.1111/j.1467-9299.2008.00740.x)
• Wallace, M. 2008. Towards Effective Management of a Reformed Teaching Profession. In: Johnson, D. and Maclean, R. eds. Teaching: Professionalisation, Development and Leadership ( Festschrift for Professor Eric Hoyle). Dordrecht: Springer, pp. 181-198.
• Wallace, M. and Fertig, M. 2008. Orchestrating Complex and Programmatic Change in the Public Services. In: Hartley, J. et al. eds. Managing to Improve Public Services. Cambridge: Cambridge University Press, pp. 257-276.
• Wallace, M. 2007. Coping with complex and programmatic public service change. In: Wallace, M., Fertig, M. and Schneller, E. eds. Managing Change in the Public Services. Oxford, UK: Wiley-Blackwell, pp. 13-35.
• Wallace, M. and Schneller, E. 2007. The emergence of the US hospitalist movement: Orchestrating unity in diversity across a pluralistic healthcare system. Presented at: Annual Conference of the British Academy of Management, Warwick, UK, 11-13 September 2007.
• Wallace, M. and Fertig, M. 2007. The orchestration of complex and programmatic public service change. Presented at: 11th International Research Symposium of the International Research Society for Public Management, Potsdam, Germany, 2-4 April 2007.
• Wallace, M. and Hoyle, E. 2007. Educational Reform: An Ironic Perspective. Educational Management Administration and Leadership 35(1), pp. 9-25. (10.1177/1741143207071383)
• Schneller, E. and Wallace, M. 2007. Unsystematic responses to a chaotic service environment: shaping the division of labour in patient care. In: Wallace, M., Fertig, M. and Schneller, E. eds. Managing Change in the Public Services. Malden, MA: Blackwell, pp. 153-172.
• Hoyle, E. and Wallace, M. 2007. Beyond Metaphors of Management: the Case for Metaphoric Re-description in Education. British Journal of Educational Studies 55(4), pp. 426-442. (10.1111/j.1467-8527.2007.00384.x)
• Wallace, M. 2007. Prospects for understanding and improving complex public service change. In: Wallace, M., Fertig, M. and Schneller, E. eds. Managing Change in the Public Services. Malden, MA: Blackwell, pp. 228-234.
• Wallace, M. 2007. Educational Myth-Making with "Due Accuracy and Impartiality"? A Current Affairs TV Episode in the United Kingdom. Peabody Journal of Education 82(1), pp. 10-31. (10.1080/01619560709336535)
• Wallace, M. and Fertig, M. 2007. Applying complexity theory to public service change: creating chaos out of order?. In: Wallace, M., Schneller, E. and Fertig, M. eds. Managing Change in the Public Services. Wiley, pp. 36-56.
• Wallace, M. and Hoyle, E. E. 2007. An ironic perspective on public service change. In: Wallace, M., Fertig, M. and Schneller, E. eds. Managing Change in the Public Services. Wiley, pp. 75-94.
• Wallace, M., Fertig, M. and Schneller, E. eds. 2006. Managing change in the public services. Malden, MA: Blackwell.
• Stoll, L., Bolam, R., McMahon, A., Wallace, M. and Thomas, S. 2006. Professional Learning Communities: A Review of the Literature. Journal of Educational Change 7(4), pp. 221-258. (10.1007/s10833-006-0001-8)
• Hoyle, E. and Wallace, M. 2005. Educational leadership: ambiguity, professionals and managerialism. London: Sage.
• Wallace, M. 2004. Orchestrating complex educational change: Local reorganisation of schools in England. Journal of Educational Change 5(1), pp. 57-78. (10.1023/B:JEDU.0000022844.50126.2f)
• Wallace, M. 2003. Managing the unmanageable? Coping with complex educational change. Educational Management Administration & Leadership 31(1), pp. 9-29. (10.1177/0263211X030311002)
• Wallace, M. and Pocklington, K. 2002. Managing complex educational change: large scale reorganisation of schools. London: Routledge.
• Wallace, M. 2002. Modelling Distributed Leadership and Management Effectiveness: Primary School Senior Management Teams in England and Wales. School Effectiveness and School Improvement 13(2), pp. 163-186. (10.1076/sesi.13.2.163.3433)