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An exploration of the core dynamics of business leadership through the metaphor of equine herd leadership.

Benson, Deborah Clare (2012) An exploration of the core dynamics of business leadership through the metaphor of equine herd leadership. Other thesis, Edinburgh Napier University.

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    Abstract/Description

    This cross-disciplinary qualitative research identifies the hidden dynamics, mechanisms
    and structures forming the core process of leadership, employing an equine-herd
    metaphor to exclude the complexities generated by the workplace environment. To
    determine the equine metaphor's suitability, the research commenced with a literature
    review of accepted academic leadership and followership theories for humans and
    animals. Thereafter, this original research employed a qualitative methodology of
    twenty-six semi-structured interviews, eliciting peoples' experiences and interpretations
    of workplace leadership, and in parallel, equine specialists' observations and
    interpretations of equine leadership. Over forty hours of interviewing, reflects a
    combined total of over five hundred year's workplace experience and over three
    hundred years of equestrian experience.
    Employing a phenomenological approach, these observations and reflections are
    interpreted through code and theme based template analysis of the interview
    transcripts. The 'raw' interview tape-recordings are then analysed by identifying notable
    expressions, emotions and emphasis, to identify underlying stories. These emergent
    stories and template data are subsequently 're-storied' as two separate narratives for
    human leadership and equine leadership, providing a vehicle for comparing and
    contrasting the leadership process interviewees described. The resultant information
    was viewed through the lens of critical realism, to seek the underlying dynamics,
    mechanisms and structures driving the leadership:followership process.
    The contribution to practice is a new understanding of how the leadership process
    actually works. Furthermore, striking similarities between human and animal leadership
    processes introduce the possibility of parallel evolution of leadership in equines,
    humans and many other socially-grouping species. The results also suggest that
    organisations led by one individual, (appointed outwith their team), followed by an
    essentially linear subordinate hierarchy is an un-natural leadership process and
    potentially flawed.
    Far from leadership being something leaders do to followers, this research suggests
    that leading is something followers permit and empower leaders to do.
    Simplified, the process identified in natural leadership is as follows:
    1) A confident, experienced socially-dominant individual has a vision or need and
    decides to take action.
    2) They become a leader only when a quorum of other socially-dominant
    individuals choose to follow them.
    3) When the quorum of social dominants start to follow, it triggers consensus
    focussed decision-making by the remaining team.
    The process is effectively 'team appointed' leaders being 'primus inter pares' (first
    amongst equals in the socially dominant group) with the strongest dynamic being the
    choice to follow not the choice to lead. This dynamic operates within a non-linear social
    structure, based on a mechanism of dyadic relationships, to form the leadership
    process that delivers effective leadership outcomes.
    This research, combined with previous scientific studies also overturns the myth that aggression-based 'alpha-male' dominance drives leadership in nature - in fact it
    normally represents crisis leadership, or dysfuctional behaviour more typically observed
    in captivity. It generates dysfunctional behaviours potentially detrimental to team
    performance - in humans, generating negative business outcomes.
    This cross-disciplinary research brings together the business and scientific worlds to
    provide new insights into leadership and, in defining the core process, provides a
    contextual framework to enhance understanding of existing leadership theories and
    assist organisations in reviewing and improving their leadership processes.

    Item Type: Thesis (Other)
    Additional Information: A thesis submitted in partial fulfilment of the requirements of Edinburgh Napier University, for the award of Doctorate of Business Administration.
    Uncontrolled Keywords: Academic leadership; equine herd metaphor; followership; social-grouping;
    University Divisions/Research Centres: The Business School > School of Management
    Dewey Decimal Subjects: 600 Technology > 650 Management & public relations > 658 General management
    Library of Congress Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
    Item ID: 5697
    Depositing User: Ms Debora Benson
    Date Deposited: 25 Oct 2012 16:06
    Last Modified: 25 Oct 2012 16:06
    URI: http://researchrepository.napier.ac.uk/id/eprint/5697

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