How can I help?
How can I help?
Zoe McClelland staff profile image

Zoe McClelland

Head of Subject

Zoe McClelland is Head of Business Strategy, Operations and Enterprise, at Leeds Business School providing academic leadership of the subject area and a member of the School Leadership Team where she also holds responsibilities for Employability/Employer Engagement for the School.

Zoe McClelland staff profile image

About

Zoe McClelland is Head of Business Strategy, Operations and Enterprise, at Leeds Business School providing academic leadership of the subject area and a member of the School Leadership Team where she also holds responsibilities for Employability/Employer Engagement for the School.

Zoe McClelland is Head of Business Strategy, Operations and Enterprise, at Leeds Business School providing academic leadership of the subject area and a member of the School Leadership Team where she also holds responsibilities for Employability/Employer Engagement for the School.

Since joining the University in 2000, Zoe has led the development of many courses for working professionals and established Masters and Undergraduate programmes in Business and Management. Her teaching focuses on employability and employer engagement in the curriculum and she is currently mentoring managers from the Licensed Retail Industry as part of the Chartered Manager Degree Apprentice, a programme designed for industry practitioners.

Zoe has successfully led the development of franchise partnerships, including, Turkey, Mauritius, Singapore, and the development of the Bandung, Indonesia partnership.

Zoe's involvement also includes developing Higher Apprentice Degrees, and successful partnerships with industry for the designing and delivery of level 6 and 7 programmes.

Zoe's work has been formally recognised by the University by receiving the Deans award for Using Your Talents to the Full and she has previously been a judge for the Leeds Hotels and Venues Association. Zoe was also awarded Senior Fellowship of the Higher Education Academy in 2015.

In addition to her administrative, and teaching duties, Zoe has extensive experience as an external examiner at UK universities including Staffordshire, Manchester Metropolitan and University of Central Lancaster. Before joining academia, Zoe held management roles in the Hospitality and Leisure Industries.

Research interests

Zoe's Research interests focus on employability, work based learning and the student experience, working with industry to design and develop innovative programmes for Business and Management. Zoe has presented on employer engagement in the curriculum at the Higher Education Academy Conference and has contributed a chapter on Using a Qualitative Enhancement Audit Approach to Review Provision for International Students in the book Internationalising Higher Education.

Publications (3)

Sort By:

Journal article
Unravelling the complexities associated with Leadership During Times of Supply Chain Crisis: A Study on the Healthcare Sector
Featured 16 February 2025 International Studies of Management & Organization55(4):1-34 Taylor and Francis Group
AuthorsTiwari M, Lodorfos G, McClelland Z, Nair S

The role of leadership during times of crisis has attracted significant attention in academic literature; however, the impact of crisis leadership on mitigating supply chain disruptions in the healthcare sector remains a relatively under-researched area. This study aims to bridge the gap in supply chain leadership theory. We employed an inductive approach to develop a crisis leadership theory focused on mitigating supply chain disruptions within the healthcare sector. To gather insights, we conducted in-depth semi-structured interviews with 33 participants from the healthcare sector who navigated the challenges posed by the COVID-19 crisis. Drawing on the participants' experiences and utilising Gioia’s framework, we established a three-order data structure encompassing Leadership Attention Scope (LAS), Crisis Leadership (CL), and Mitigation of Supply Chain Disruption Strategies (MSCD). Furthermore, we developed a conceptual model based on the interplay of these three constructs. The model elucidates the Attention-Based View (ABV) and Upper Echelon Theory (UET) in the context of healthcare crisis, explaining the role of crisis leaders. This study significantly contributes to the ABV, UET, and supply chain risk management theories. Additionally, the findings provide valuable guidance for healthcare professionals, including chief medical officers, procurement managers, healthcare centre directors, policymakers, and OPD staff involved in addressing healthcare supply chain disruptions. Finally, we outline the study's limitations and suggest directions for future research.

Conference Contribution
Competitiveness -The disconnect between policy and practice
Featured 07 September 2017 British Academy of management Warwick

It is argued that regional policy should be derived from the local firms and their needs for developing competitiveness. Firms are symbolic concepts of social systems that are intertwined in structures of power and domination. In this instance, where the focus of interest was the connection and disconnection of policy and practice in the context of competitiveness as viewed by the practitioner, the choice of appropriate theory was structured by the need to tread a fine line between deterministic accounts of practice by the agent and individualistic accounts which neglect the contextual importance of the practitioner. This implied that views on firms that are primarily systematic, structural or processual must be rejected for this study.

Journal article
The tripartite partnership between female entrepreneurs, banks and governments in female entrepreneurship-development: A case study of Zambia
Featured 04 March 2021 International Journal of Organizational Analysis30(2):606-626 Emerald
AuthorsKamuhuza W, Wu J, Lodorfos G, McClelland Z, Rodgers H

Purpose – This paper provides insights on the void between the needs and demands of bank finance from female entrepreneurs and the supply as well as the approaches of banks for that finance. In addition, it creates a conceptual framework recognising a tripartite and dynamic partnership among female entrepreneurs, banks and governments as essential to female entrepreneurship-development, based on Zambia as the context. Design/methodology/approach – Concepts and theories are explained to construct a conceptual framework using the lens of multi-polar network theory and stakeholder engagement theory. In-depth discussions are facilitated through a bilateral partnership between each party and tripartite partnerships among female entrepreneurs, banks and governments. Findings – The framework presents how female entrepreneurs, banks and governments are interconnected in the network as mutually benefiting stakeholders and shows their collective contribution to female entrepreneurship-development within certain contexts. The findings suggest that the sustainable development of female entrepreneurship depends on a dynamic tripartite partnership among female entrepreneurs, banks and governments. Research limitations/implications – The conceptual framework has important implications when setting up a nation’s enterprise development strategies and policies promoting inclusivity and diversity among a nation’s entrepreneurs. The contributions and the dynamic relationship of the three stakeholder groups should be acknowledged and considered in order to achieve the sustainable development female entrepreneur enterprises. The framework can be generalised to other emerging economies with similar social, economic and cultural profiles to Zambia, particularly in sub-Saharan African countries with patriarchal norms. Originality/value – This paper extends multi-polar (network) theory and Stakeholder Management engagement theory, previously explained in homogeneous firms, to more complex and dynamic partnerships among heterogeneous organisations, i.e. female entrepreneurs, banks and governments.

Current teaching

  • Organisational Impact Projects
  • Dissertation Supervisor in Undergraduate and postgraduate Business Programmes
  • Business Consultancy Project

{"nodes": [{"id": "1939","name": "Professor George Lodorfos","jobtitle": "Dean of School","profileimage": "/-/media/images/staff/professor-george-lodorfos.jpg","profilelink": "/staff/professor-george-lodorfos/","department": "Leeds Business School","numberofpublications": "81","numberofcollaborations": "2"},{"id": "4269","name": "Zoe McClelland","jobtitle": "Head of Subject","profileimage": "/-/media/images/staff/zoe-mcclelland.jpg","profilelink": "/staff/zoe-mcclelland/","department": "Leeds Business School","numberofpublications": "3","numberofcollaborations": "3"},{"id": "16600","name": "Dr Alfred Chinta","jobtitle": "Course Director","profileimage": "/-/media/images/staff/dr-alfred-chinta.jpg","profilelink": "/staff/dr-alfred-chinta/","department": "Leeds Business School","numberofpublications": "9","numberofcollaborations": "1"},{"id": "58","name": "Professor Junjie Wu","jobtitle": "Emeritus","profileimage": "/-/media/images/staff/professor-junjie-wu.jpg","profilelink": "/staff/emeritus/professor-junjie-wu/","department": "Leeds Business School","numberofpublications": "61","numberofcollaborations": "1"}],"links": [{"source": "4269","target": "1939"},{"source": "4269","target": "16600"},{"source": "4269","target": "58"}]}
Zoe McClelland
4269