Keith co-edits the Sage journal Leadership (with David Collinson) and the Sage Handbook of Leadership.   He's written on leadership theory (Leadership: Limits and Possibilities, 2005), historical aspects of leadership (The Arts of Leadership,2001); leadership in the military (Leadership, Management & Command: Rethinking D-Day, 2008), leadership in the public sector (The Public Leadership Challenge (forthcoming) (ed. with Stephen Brookes), leadership in American Indian communities, leadership and learning, the social construction of leadership, leadership and problem analysis, and leadership and change.

He is currently working on the relationship between leadership and the nature of the sacred and completing a Very Short Introduction to Leadership for Oxford University Press. He remains a Visiting Research Professor at Lancaster, an Associate Fellow of the Saïd Business School, and Green-Templeton College, Oxford University, a Fellow of the Sunningdale Institute, a research arm of the UK’s National School of Government, and a Fellow of the Windsor Leadership Trust.

He wrote the literature review for ‘Strengthening Leadership in the Public Sector’ (2000) a project of the Performance and Innovation Unit (Cabinet Office), see http://www.number-10.gov.uk/su/leadership/08/default.htm. His books include The Sociology of Work 3^rd edition (2005); Management: A Sociological Introduction (1995); Leadership (ed.) (1997); Fuzzy Management (1997); The Machine at Work: Technology, Work and Society, (with Steve Woolgar) (1997); The Arts of Leadership (2000); Organizational Leadership (with John Bratton and Debra Nelson); Leadership: Limits and Possibilities  (2005); Leadership, Management and Command:  Rethinking D-Day: (2007).

For more information on his publications, click here.