Leadership at M&S

Paper Summary:

The paper discusses the controlling, ruthless form of leadership that was practiced by Sir Richard Greenbury, chairman and chief executive of the retail establishment Marks and Spencer. The paper describes his intimidation and forcefulness that, although had its advantages, had many negative effects. The paper concludes with the hope that a kinder, gentler and more respecting leadership style that is popular today will still be competitive and reach the company's goals.

From the Paper:

"Over the past several decades, the acceptable leadership style has been steadily changing from hierarchal to delayered. Sir Richard Greenbury, chairman and chief executive of the retail establishment Marks and Spencer for 46 years, exemplified the former style--in fact, was sometimes noted as an "ogre" (Lucas, 2001, p.1). Despite this non-egalitarian form of management, however, he was not only able to keep the company up and running during most of his tenure, but as one of the leading retail establishments in the world. Even in 1999 when the walls came tumbling down, "King Rick may have retreated bruised to the sidelines" ...but M&S still supplied 40 percent of the nation's underwear, held half the market in ready-made meals, and maintained a grip on 19 percent of the women's clothing market."

Sample of Sources Used:

• Davidson, A. (2001) Davidson interview: Sir Richard Greenbury Management Today.62-67
• Gwyther, M (1999). King Richard: A tragedy in three acts. Management 78-85
• Lucas, G. (2001) The end of an empire. New Statesman. 14(677): 56
• Manchester Guardian. (2000) Notebook: Grotesque M&S. October 125.
• Management Today. (2001). If I had to start again. 28

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