Professor Gayle Avery

Profile photo of Staff member

Gayle Avery

Professor in Management (Leadership)

MGSM

Contact Details

Tel: +61 2 9850 9930

Email: gayle.avery@mgsm.edu.au

Expertise

Leadership, Sustainable Leadership in Organisations, People & Organisations

Bio

About Professor Gayle Avery

Professor in Management (Leadership)

BA (Honours)(Sydney), MTCP (Sydney), PhD (Monash)

Teaching Areas

  • People & Organisations
  • Leadership and Motivation
  • Sustainable Leadership in Organisations
  • Sustainable Development

Research Area Affiliations

  • Leadership
  • Sustainable Leadership in Organisations

Research statement

Professor Avery’s research in Sustainable Leadership contributes to enhancing the performance and resilience of both nations and organisations and as such, is particularly applicable to top level leadership. She draws heavily from cutting-edge international enterprises that embrace leadership practices shown by research and observed performance to be better for the enterprise and its stakeholders than short-term business-as-usual approaches. She contrasts traditional and non-traditional approaches to leadership, presenting them in new frameworks, such as ‘honeybee’ and ‘locust’ practices; or via classical, transactional, visionary, and organic/dispersed leadership. The objective of this research is to help leaders grapple with issues of contemporary leadership, equipping them with important conceptual knowledge and key tools relevant to executive practice. She is also involved in research into approaches applicable at the national level, including “sufficiency thinking” in Thailand and Rhineland leadership in northern Europe.

Contribution to management education

Among her innovative contributions to management education, Professor Avery initiated the international study tours at MGSM, including the European Study Tour in Sustainable Leadership that focuses on sustainable practices in cutting-edge international enterprises such as e.g. BMW, GE Global Research, Holcim, Migros, Munich Re, Roche, and many others. She has designed and taught many customised programs in executive education at MGSM and other leading business schools, pioneering the ‘accreditable’ unit whereby corporate participants could enrol in award units as part of in-house programs. She writes most of the case studies she uses in class and is author of several best selling textbooks.

Contribution to management practice

Major organisations have engaged Gayle Avery to discuss these ground-breaking frameworks and findings with their senior executives, including Abbott, AMP Capital Investors, ANZ National Bank, Australian Securities & Investment Commission, Baxter, B. Braun, Datacom, China Development Bank, Deutsche Bank, Landcom, McDonald’s, Munich Reinsurance Australia, Novo Nordisk, Pfizer, Pernod Ricard, ProVision, Rail Access Corporation, Shanghai GM, Shanghai hospital pharmacists, Siemens, NSW TAFE, Westpac, and Woolworths. In addition, she has taught executives throughout the Asia Pacific region. She also teaches high performance and sustainable leadership to executives in China, blending eastern and western leadership practices.

Media topics

  • Sustainable Leadership

Publications

Journal articles

  • Avery, G., & Hooper, N. (2017). How David Cooke implemented corporate social responsibility at Konica Minolta Australia. Strategy and Leadership, 45(3), 38-44. DOI: 10.1108/SL-04-2017-0034
  • Avery, G. C. (2016). Dr Thep Himathongkam: Transforming diabetes treatment in Thailand. Strategy and Leadership, 44(3), 40-46. DOI: 10.1108/SL-04-2016-0021
  • Suriyankietkaew, S., & Avery, G. (2016). Sustainable leadership practices driving financial performance: empirical evidence from Thai SMEs. Sustainability (Switzerland), 8(4), 1-14. [327]. DOI: 10.3390/su8040327
  • Avery, G.C. (2015). Key corporate sustainability drivers: Engaged boards and partnerships. Strategy & Leadership, 43(3), 44-48.
  • Avery, G.C. (2015). New causes to be on the alert for misrepresentation in academic research? Strategy & Leadership, C-Suite Advisory, 43(2), 50-52.
  • Zhang, T., Avery, G.C., Bergsteiner, H., & More, E. (2014). Do follower characteristics moderate leadership and employee engagement?. Journal of Global Responsibility, 5(2), 269-288.
  • Bergsteiner, H., & Avery, G.C. (2014). The Twin-Cycle Experiential Learning Model: Reconceptualising Kolb’s theory. Studies in Continuing Education, 36(3), 257-274.
  • Suriyankietkaew, S. & Avery, G.C. (2014). Leadership practices influencing stakeholder satisfaction and in Thai SMEs. Asia-Pacific Journal of Business Administration, 6(3), 247-261.
  • Suriyankietkaew, S. & Avery, G.C. (2014). Employee satisfaction and sustainable leadership practices in Thai SMEs. Journal of Global Responsibility, 5(1), 160-173.
  • Zhang, T., Avery, G.C., Bergsteiner, H., & More, E. (2014). The relationship between leadership [Office1] paradigms and employee engagement. Journal of Global Responsibility, 5(1), 4-21.
  • Jing, F.F., Avery, G.C. & Bergsteiner, H. (2014). Enhancing performance in small professional firms through vision communication and sharing. Asia Pacific Journal of Management. 31(2), 599-620.
  • Jing, F.F., Avery, G.C. & Bergsteiner, H. (2014). Enhancing multiple dimensions of performance in small professional firms through leader-follower trust. Asia Pacific Journal of Human Resources, 52(3), 351-369.
  • Butt, L., More, E. & Avery, G.C. (2014). The myth of the ‘green student’: Student involvement in Australian university sustainability programs. Studies in Higher Education, 39(5), 786-804.
  • Kantabutra, S., & Avery, G. C. (2013). Sustainable leadership : Honeybee practices at a leading Asian industrial conglomerate. Asia-Pacific Journal of Business Administration 5(1), 36-56.
  • Bergsteiner, H., & Avery, G. C. (2012). When Ethics are Compromised by Ideology: The Global Competitiveness Report. Journal of Business Ethics, 109(4), 391-410.
  • Avery, G. C., & Bergsteiner, H. (2011). How BMW successfully practices sustainable leadership principles. Strategy & Leadership, 39(6), 11-18.
  • Jing, F. F., Avery, G. C., & Bergsteiner, H. (2011). Organisational climate and performance in retail pharmacies. Leadership & Organization Development Journal, 32(3), 224-242.
  • Kantabutra, S., & Avery, G. C. (2011). Sustainable leadership at Siam Cement Group. Journal of Business Strategies, 32(4), 32-41.
  • Avery, G. C., & Bergsteiner, H. (2011). Sustainable Leadership: practices for enhancing business resilience and performance. Strategy & Leadership, 39(3), 5-15.
  • Bergsteiner, H., & Avery, G.C. (2010). A theoretical responsibility and accountability framework for CSR and global responsibility. Journal of Global Responsibility, 1 (1), 8-33.
  • Bergsteiner, H., Avery, G. C., & Neumann, R. (2010). Kolb's Experiential Learning Model: Critique from a modelling perspective. Studies in Continuing Education, 32 (1), 29-46.
  • Kantabutra, S., & Avery, G. C. (2010). The power of vision: Statements that resonate. Journal of Business Strategy, 31 (1), 37-45.
  • Bergsteiner, H., & Avery, G. C. (2009). Jarvis' Existential Learning Model: Making it work. Journal of College Teaching & Learning, 6 (1), 51-59.
  • Kantabutra, S., & Avery, G. C. (2009). Shared vision in customer and staff satisfaction: Relationships and their consequences. The Journal of Applied Business Research, 25(4), 9-21.
  • Wong, Y. L., & Avery, G. C. (2009). Transforming organizations towards sustainable practices. The International Journal of Interdisciplinary Social Sciences, 4 (1), 397-407.
  • Bergsteiner, H., & Avery, G. C. (2009). A generic multiple constituency matrix: Accountability in private prisons. Journal of Public Administration Research and Theory, 19 (3), 631-660.
  • Morgan, T., & Avery, G. C. (2008). Corporate social responsibility practices in the Australian consumer goods industry: Preliminary findings. Journal of Diversity Management, 3 (2), 9-17.
  • Wong, Y. L., & Avery, G. C. (2008). Creating sustainability in organisations: Beyond Being Green. International Journal of Interdisciplinary Social Sciences, 3 (2), 69-76.
  • Jing, F. F., & Avery, G. C. (2008). Missing Links in Understanding the relationship between leadership and organizational performance. International Business & Economics Research Journal, 7 (5), 67-78.
  • Shuttleworth, C. D., Aynsley, A. M.R., & Avery, G. C. (2008). The role of reflection in leading ‘sustainable organizations': A preliminary study. International Journal of Interdisciplinary Social Sciences, 3 (7), 187-194.
  • Bergsteiner, H., & Avery, G. C. (2008). Theoretical explanation of success of deep-level-learning study tours. The International College Teaching Methods & Styles Journal, 4 (1), 29-37.
  • Jing, F. F., & Avery, G. C. (2008). Where have the mediating variables in leadership-performance research gone? Journal of Business & Economics Research, 6 (10), 73-84.
  • Kantabutra, S., & Avery, G. C. (2007). A quest for effective vision: Evidence from Australia. International Business & Economics Research Journal, 6 (10), 1-12.
  • Bergsteiner, H., & Avery, G. C. (2007). Adapting accountability responses to leadership context. International Journal of Interdisciplinary Social Sciences, 2 (2), 411-420.
  • Baker, E., Avery, G. C., & Crawford, J. (2007). Satisfaction and perceived productivity when professionals work from home. Research and Practice in Human Resource Management, 15 (1), 37-62.
  • Kantabutra, S., & Avery, G. C. (2007). Vision effects in customer and staff satisfaction: An empirical investigation. Leadership & Organization Development Journal, 28 (3), 209-229.
  • Kantabutra, S., & Avery, G. C. (2006). Follower effects in the visionary leadership process. Journal of Business & Economics Research, 4 (5), 57-65.
  • Baker, E., Avery, G. C., & Crawford, J. (2006). Home Alone: The Role of Technology in telecommuting. Information Resources Management Journal, 19 (4), 1-22.
  • Bergsteiner, H., & Avery, G. C. (2006). Killing a Sustainable enterprise: A not so fictional case. International Journal of Environmental, Cultural, Economic and Social Sustainability, 2(3) , 95-105.
  • Bergsteiner, H., & Avery, G. C. (2006). Multiple Accountability relationships matrix: A Hospital setting. Journal of Business and Economic Studies, 4 (3), 1-7.
  • Kantabutra, S., & Avery, G. C. (2005). Essence of shared vision: Empirical investigation. New Zealand Journal of Human Resources Management, 5, 1-28.

Books

  • Avery, G. C. & Bergsteiner, H. (2016). Sufficiency Thinking: Thailand’s Gift to an Unsustainable World. Sydney: Allen & Unwin.
  • Avery, G. C., & Hughes, B. (2013). Fresh Thoughts in Sustainable Leadership. Melbourne, Australia: Tilde University Press.
  • Avery, G. C., & Bergsteiner, H. (2013). Honeybees & Locusts: The Business Case for Sustainable Leadership (Chinese Ed.). Shanghai, China: CEIBS.
  • Avery, G. C., & Bergsteiner, H. (2011). Sustainable Leadership: Honeybee and Locust Approaches. New York, USA: Routledge.
  • Avery, G. C., & Bergsteiner, H. (2011). Diagnosing Leadership in Global Organisations: Theories, Tools & Cases. Melbourne, Australia: Tilde University Press.
  • Avery, G. C., & Bergsteiner, H. (2010). Honeybees & Locusts: The Business Case for Sustainable Leadership. Sydney, Australia: Allen & Unwin.
  • Avery, G. C. (2009). Understanding Leadership: Paradigms and Cases (Polish Ed.: Przywodztwo w Organizacji).
  • Avery, G. C. (2008). Leadership for Sustainable Futures: Achieving Success in a Competitive World (Chinese Ed.). Beijing, China: Peking University Press.
  • Avery, G. C. (2006). Understanding Leadership: Paradigms and Cases (Chinese Ed.). Shanghai, China: Shanghai University Press.
  • Avery, G. C. (2005). Leadership for Sustainable Futures: Achieving Success in a Competitive World. Cheltenham, UK and Northampton, USA: Edward Elgar.

Book chapters

  • Avery, G. C. & Bergsteiner, H. (2016). “Thailand: An unexpected role mode”. In G. C. Avery & H. Bergsteiner (Eds.), Sufficiency Thinking: Thailand’s Gift to an Unsustainable World. Sydney, Australia: Allen & Unwin.
  • Avery, G. C. & Bergsteiner, H. (2016). “Practices for enhancing resilience and performance”. In G. C. Avery & H. Bergsteiner (Eds.), Sufficiency Thinking: Thailand’s Gift to an Unsustainable World. Sydney, Australia: Allen & Unwin.
  • Wong, L., & Avery, G. C. (2015). Transforming organisations towards sustainable practices. In J. H.Westover (Ed.), The organizational and business ethics imperative (pp. 261-275). Champaign: Common Ground Publishing.
  • Wong, Y. L., & Avery, G. C. (2013). “Creating sustainability in organisations: beyond being green”. In J. H. Westover (Ed.),Socially responsible and sustainable business around the globe: the new age of corporate social responsibility. (pp. 31-41). Illinois, USA.: Common Ground Publishing.
  • Avery, G. C., & Bergsteiner, H. (2013). " Sustainable leadership practices: enhancing business resilience and performance". In G. C. Avery & B. Hughes (Eds.), Fresh Thoughts in Sustainable Leadership, (pp. 3-17). Melbourne, Australia: Tilde University Press.
  • Butt, L., Avery, G. C., & More, E. (2013). "Sustainability education and professional development: Programs for managers in Australian universities". In G. C. Avery & B. Hughes (Eds.), Fresh Thoughts in Sustainable Leadership, (pp. 177-191). Melbourne, Australia: Tilde University Press.
  • Avery, G. C., & Bergsteiner, H. (2013). "Locusts". In S. O. Idowu, N. Capaldi, L. Zu & A. Das Gupta (Eds.), Encyclopedia of Corporate Social Responsibility, (pp. 1603-1606). London, U.K.: Springer Verlag.
  • Avery, G. C., & Bergsteiner, H. (2013). "Rhineland business model/Rhineland Leadership". In S. O. Idowu, N. Capaldi, L. Zu & A. Das Gupta (Eds.), Encyclopedia of Corporate Social Responsibility, (pp. 2074-2082). London, U.K.: Springer Verlag.
  • Bergsteiner, H., & Avery, G. C. (2012). “Countries' competitive performance: fiction, fact and explanation”, In EuroCharity (Ed.),EuroCharity Yearbook 2011/12: Leadership for Sustainability(pp. 38-43). Brussels, Belgium: EuroCharity.
  • Baker, E., Avery, G. C. , & Crawford, J. (2008). "Home-based telecommuting: Technology's role", In M. Khosrow-Pour (Ed.),Innovative Technologies for Information Resources Management (pp. 350-372). Hershey, USA: Idea Group Inc.
  • Avery, G. C. (2008). "Die menschliche Komponente der Corporate Governance in Australian (The Human Dimension of Corporate Governance in Australia)", In R. Wunderer (Ed.),Corporate Governance - zuf personalen und sozialen Dimension, (pp. 103-106). Cologne, Deutschland: Wolthers Kluwer.
  • Avery, G. (2006). "The BMW way", In P. Murray, D. Poole & G. Jones (Eds.), Contemporary Issues in Management and Organisational Behaviour (pp. 395-402). Melbourne, Australia:Cengage Learning Australia.
  • Avery, G. C. (2006). "The Fraunhofer-Gesellschaft: The Warnecke years", In P. Murray, D. Poole & G. Jones (Eds.),Contemporary Issues in Management and Organisational Behaviour (pp. 412-421). Melbourne, Australia: Cengage Learning Australia.
  • Wong, L. & Avery, G.C. 2015. Transforming organisations towards sustainable practices. Chapter 16 in Westover, J.H. (ed.) The Organizational and Business Ethics Imperative. Common Ground, Champaign, Illinois. pp. 261-275.

Conference papers

  • Avery, G.C., Bergsteiner, H. & Jing, F.F. (2015). Achieving high performance in small firms under organic leadership. Proceedings of the 10th International Symposium on Sustainable Leadership (pp. 18-27). Dubrovnik, Croatia: Institute for Sustainable Leadership.
  • Bergsteiner, H. & Avery, G.C. (2015). The twin-cycle experiential learning model : reconceptualising Kolb's theory. Proceedings of the 10th International Symposium on Sustainable Leadership (pp. 28). Dubrovnik, Croatia: Institute for Sustainable Leadership.
  • Suriyankietkaew, S. & Avery, G.C. (2014). Do certain leadership practices raise stakeholder satisfaction? An investigation of managers in Thai SMEs. The 9th International Symposium on Sustainable Leadership (pp. 182-190). Salzburg, Austria: Institute for Sustainable Leadership.
  • Bergsteiner, H. & Avery, G.C. (2014). The ethics of perpetuating seriously flawed country rankings. The 9th International Symposium on Sustainable Leadership (pp. 35-44). Salzburg, Austria: Institute for Sustainable Leadership.
  • Butt, L., More, E., & Avery, G. C. (2013). Mission critical: sustainability education as core business in Australian universities. The 8th International Symposium on Sustainable Leadership (pp. 11-20). Nice, France: Institute for Sustainable Leadership.
  • Bergsteiner, H., & Avery, G. C. (2013). Creating a sustainable future: the role of engagement. The 8th International Symposium on Sustainable Leadership (pp. 9). Nice, France: Institute for Sustainable Leadership.
  • Bergsteiner, H., & Avery, G. C. (2012). Conceptual fallacies in the engagement literature. The 2012 European Academic Conference & Mediterranean cruise program (pp. 491). Rome, Italy: The Clute Institute for Academic Research.
  • Butt, L., More, E., & Avery, G. C. (2012). Commitment versus reality : translating good intentions into performance outcomes in sustainability programs in Australian universities. The 2012 European Academic Conference & Mediterranean cruise program (pp. 385-394). Rome, Italy: The Clute Institute for Academic Research.
  • Butt, L., More, E., & Avery, G. C. (2011). Sustainable practice in universities - leading and championing change. Institute for Sustainable Leadership Symposia, European Applied Business Research Conference (pp. 551-559). Barcelona, Spain: The Clute Institute.
  • Butt, L., More, E., & Avery, G. C. (2011). Sustainable practice in Australian universities and 'the green student' - impacts on decision making. British Academy of Management Conference(pp. 1-23). Building and Sustaining High Performance Organisations in a Challenging Environment, Birmingham, UK: British Academy of Management (BAM).
  • Vimolratana, P., & Gayle, G. C. (2011). Innovation, employee engagement, and quality as drivers of sustainability in a non-profit organisation. Institute for Sustainable Leadership Symposia, 4th International HR Conference. College of Management, Mahidol University, Bangkok, Thailand.
  • Jing, F., & Avery, G. C. (2011). Leader-follower trust and performance in retail pharmacies. Institute for Sustainable Leadership Symposia, 4th International HR Conference. College of Management, Mahidol University, Bangkok, Thailand.
  • Vimolratana, P., & Avery, G. C. (2011). Sustainable Leadership in a non-profit organisation. Institute for Sustainable Leadership Symposia, European Applied Business Research Conference(pp. 533-533). Barcelona, Spain: The Clute Institute.
  • Butt, L., More, E., & Avery, G. (2010). Is unsustainable behaviour justified in the pursuit of sustainability research? Morals versus hypocrisy - a researcher's dilemma. International Conference on environmental, cultural, economic and social sustainability. Waikato University, New Zealand.
  • Jing, F. F., & Avery, G. (2010). Enhancing sustainable business performance in retail pharmacies: The role of organisational climate. International Federation of Scholarly Associations of Management World Conference: Justice and Sustainability in the Global Economy (pp. 1-18).Paris, France: International Federation of Scholarly Associations of Management (IFSAM).
  • Butt, L., More, E., & Avery, G.C. (2009). Managing for the future in higher education: Sustainability, leadership and change management, British Academy of Management Conference (pp. 1-25).Brighton, UK: British Academy of Management.
  • Butt, L., More, E., & Avery, G. C. (2009). Alliances for the future: How higher education is failing sustainability. Asia Pacific Academy of Business in Society. Brisbane, Australia.
  • Butt, L., More, E., & Avery, G. C. (2009). Sustainability education and professional development programs for managers in Australian universities. Australian and New Zealand Academy of Management Conference (pp. 1-20). Melbourne, Australia: ANZAM.
  • Jing, F.F., & Avery, G.C. (2008). Reintroducing Mediating Variables to Leadership-Performance Research. EABR & TLC Conference (pp. 1-10).Salzburg, Austria: The Clute Institute for Academic Research.
  • Jing, F.F., & Avery, G.C. (2008). Leadership Paradigms and Organizational Performance:  A Literature Review. EABR & TLC Conference (pp. 1-11).Rothenburg, Germany: The Clute Institute for Academic Research.
  • Bergsteiner, H., & Avery, G.C. (2008). Existential Learning:  Clarifying Jarvis' Learning Paths. EABR & TLC Conference (pp. 1-7).Rothenburg, Germany: The Clute Institute for Academic Research.
  • Kantabutra. S., & Avery, G.C. (2008). Sustainable Enterprise?  A Thai Healthcare Service Provider. EABR & TLC Conference (pp. 1-12).Rothenburg, Germany: The Clute Institute for Academic Research.
  • Morgan, T., & Avery, G. C. (2007). Corporate Social Responsibility Practices in the Australian Consumer Goods Industry. European Applied Business Research Conference (pp. 1-9).Venice, Italy: The Clute Institute for Academic Research.
  • Bergsteiner, H., & Avery, G. C. (2007). Adapting accountability responses to leadership context. 2nd International Conference of the Interdisciplinary Social Sciences. Granada, Spain.
  • Bergsteiner, H., & Avery, G. C. (2007). Success of Deep-Level Learning Study Tours: Theoretical Explanation and Validation,European Applied Business Research Conference (pp. 1-9).Ljubljana, Slovenia: The Clute Institute for Academic Research.
  • Endrissat, N., Muller, W., & Avery, G. C. (2007). Leadership according to professionals: an explorative study among chief physicians in Switzerland, 21st ANZAM  Conference: Managing our intellectual and social capital (pp. 1-14).Sydney, Australia: Promaco Conventions Pty Ltd.
  • Bergsteiner, H., & Avery, G. C. (2006). Accountability: A Contingent Response to Context. EABR European Applied Business Research Conference (pp. 277.277). Florence, Italy: EABR and TLC.
  • Bergsteiner, H., & Avery, G.C. (2006). How to Kill a Sustainable Enterprise: A Not so Fictional Case. Production and Operations Management Society 18th Annual Conference (pp. 95-106).Hanoi and Ha Long Bay, Vietnam: Common Ground.
  • Kantabutra, S., & Avery, G. C. (2005). Shared Vision in Customer and Staff Satisfaction. Australian and New Zealand Academy of Management, Conference (pp. 1.13). Canberra, Australia: ANZAM.
  • Kantabutra, S., & Avery, G. C. (2005). Investigating Visionary Effects from Followers in Organizational Performance. European Applied Business Research Conference (pp. 1.9). Athens, Greece: The Clute Institute for Academic Research.
  • Bergsteiner, H., & Avery, G. C. (2005). An Accountability relationships matrix. European Applied Business Research Conference (pp. 1-5). Athens, Greece: The Clute Institute for Academic Research.
  • Avery, G. C., Baker, E., & Crawford, J. (2005). Employee outcomes when working from home: The influence of organizational, job, individual and household factors. British Academy of Management, Conference (pp. 1.20). Oxford, UK: British Academy of Management.
Back to the top of this page