Evidence based' management is a popular contemporary account of the relationship between research and practice in management studies. This paper critically examines the implications of this account from the perspective of Formalism: a narratological approach to critique that focuses on how narratives are made compelling, and hence powerful. Compelling narratives deploy devices that establish (i) credibility and (ii) defamiliarization. Using this approach the paper identifies and examines different ideological strands in the nascent literature on evidence based management: pragmatism, progress, systematization, technique, accumulation. These are the means by which advocates of evidence based approaches construct a compelling story about the value of this approach. Prior criticism of the evidence based approach has centred on epistemological and technical issues. The aim here is to use an aesthetic mode of criticism to highlight political and moral implications. These are important given the relationship between claims to knowledge and the use of power; and the interaction between management research, and management as practice.

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In many cases of nurse turnover, a single, jarring event, or shock, initiates thoughts of quitting. Understanding the role of shocks has implications for a range of management activities. Allocation of education, promotion and distribution of other benefits should be managed in such a way as to minimize the likelihood of shocks. Profiling of nurse leavers should be undertaken so that managers have an accurate and detailed picture of turnover.

'Leader' and 'follower' are increasingly replacing 'manager' and 'worker' to become the routine way to frame hierarchy within organizations; a practice that obfuscates, even denies, structural antagonisms. Furthermore, given that many workers are indifferent to (and others despise) their bosses, assuming workers are 'followers' of organizational elites seems not only managerialist, but blind to other forms of cultural identity. We feel that critical leadership studies should embrace and include a plurality of perspectives on the relationship between workers and their bosses. However, its impact as a critical project may be limited by the way it has generally adopted this mainstream rhetoric of leader/follower. By not being 'critical' enough about its own discursive practices, critical leadership studies risk reproducing the very kind of leaderism it seeks to condemn.

This paper reports the findings from a recent study of nurse leavers at eight large hospitals in the National Health Service (NHS) of England and Wales. The study develops and extends an influential theory of employee turnover by describing how for some leavers a single, jarring event or shock triggers the decision to quit. By elaborating on the nature of shocks for this sample of 352 nurse leavers, the paper allows for improved understanding of nursing turnover and thus offers an example of relevant management research. The analysis of shock illustrates how conventional research methodologies can lead to a distorted picture of turnover. This has wider implications, both for any organization wishing to manage turnover effectively and for future research. The paper adds to the limited body of empirical analysis on actual leavers, thereby contributing to an ongoing methodological debate concerning the use of proxy variables. By highlighting flaws in the dominant methodology used to study turnover, the paper offers an example of management research that is also rigorous, and thus 'pragmatic'.