Captain, Crew & Craft A. Nadeem - INSEAD · Captain, Crew & Craft A. Nadeem 9 as per the original schedule and for the specific event it was intended; it continues to intensify later

Captain, Crew & Craft A. Nadeem

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CAPTAIN, CREW & CRAFT:

Leadership & high-performance-team

management hobbies help organisational

leaders learn.

Abdul-Azeez Nadeem

May 2013


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“I’m in a hurry to get things done.

Oh, I rush and rush until life’s no fun.

All I really have to do is live and die

but I’m in a hurry and don’t know why.”

‘Alabama’ (country rock band)

ABSTRACT

Deliberate attention has been given to study of work-life balance and to the

importance of leisure and relaxation. However other advantages that might be had

from such pursuits have seldom been given much thought. This paper seeks to

identify these other opportunities available within the unique environment that is

created in the pursuit of passionate hobbies; specifically leadership skills that are

developed as a result of the same.

KEYWORDS

Leadership, high performing teams, hobbies, passion, change


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- Abstract

- Keywords

- Introduction

- Research aims and objectives

- Literature review

- Methodology

- Research setting, the data and discussion

- Limitations

- Future research

- Conclusion

- Bibliography

Captain, Crew & Craft

The science of leadership development

leadership is a much sought after

from diverse angles and these attempts have shed ample light on its m

Literature on the subject is vast, varied and popular

hitherto passed over spot in the shadows

insight to come into view much like the effective mechanic who slides himself

beneath the automobile to get that all important look at its underside.

Allio (2013, pg.4) turns our attention to the lack of a ‘Grand Unifying Theory’ despite

this deluge and our having r

include the early simplistic paradigm

semantic description that leader

definition that leadership is a

situational notion that leadership is a

decisions and actions’ or the

The (broader) issue this paper

and organisational leaders pursue hobbies

pursuits are the product of a passion that

Follow

development is nothing short of fascinating

is a much sought after, much researched topic that has been

and these attempts have shed ample light on its m

Literature on the subject is vast, varied and popular, so could a novel

in the shadows and as a consequence some

much like the effective mechanic who slides himself


) turns our attention to the lack of a ‘Grand Unifying Theory’ despite

this deluge and our having resort to working definitions of leadership, which

he early simplistic paradigm that leadership is ‘good management’, the

leadership is the ‘process of leading’, the transactional

leadership is a ‘social exchange between leaders and

leadership is a ‘phenomenon that precedes and facilitates

he aesthetic concept – leadership is an ‘art or a craft’

issue this paper attempts to highlight is this: Many senior executives

and organisational leaders pursue hobbies outside of work and many of these

e product of a passion that intensifies for many over the course of a

me@@@@Follow

A. Nadeem

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fascinating and effective

that has been illuminated

and these attempts have shed ample light on its many facets.

novel slant afford a

and as a consequence some relevant

much like the effective mechanic who slides himself


) turns our attention to the lack of a ‘Grand Unifying Theory’ despite

working definitions of leadership, which may

that leadership is ‘good management’, the

he transactional

social exchange between leaders and followers’, the

phenomenon that precedes and facilitates

leadership is an ‘art or a craft’.

is this: Many senior executives

outside of work and many of these

over the course of a


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diligent and dedicated perhaps lifelong practice, heightening at times to the point of

an obsession.

Much of the existing literature addressing the practice of hobbies in management

has this far concentrated more focus on the leisure such engagement affords and its

benefits to a healthier work-life balance (Buettner, 2011) or the refreshment and

mental escape that such practices provide the otherwise busy and stressed

executive (Pomeroy, 2007).

However the number of senior executives indulging in the kinds of hobbies and

passions that have been deemed thrilling perhaps to the point of being borderline

dangerous is growing according to HR Magazine (2007) and enough so to prompt

companies to try limiting these off-hour activities by writing restrictions into their

contracts for incoming CEOs.

The coming to light of this growing indulgence has in turn prompted queries

regarding the tangential learning potential such passionate pursuit of serious hobbies

may provide their practitioners (Yang and Useem, 2006) and the role they can play

in training the brain while potentially making their practitioners better at everything

they do.

The information age has meant increased convenience and access to such interests

and the continually shrinking world signals that such pursuits will inevitably grow in

popularity whilst heralding an even more tenacious following by the serious

practitioner in the immediate future. These developments pose a challenge as well

as an opportunity to organisations in terms of employee development and further

pointed study of this unique environment therefore seems warranted.


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Of the many hobbies and passions practiced some are of a solitary nature where the

practitioner indulges himself alone – fly fishing for example. However it is not these

‘calming’ pursuits that are of interest to this present study but rather those other

passionate pursuits that call upon the joint work of a diverse group of people to

ensure successful completion and outstanding results as can be seen in stock car

racing or a concours level vintage restoration. Also passions are often confused with

hobbies, but there is a critical difference. A hobby is generally thought to be ‘a

pursuit outside one’s regular occupation engaged in especially for relaxation’.

Passions however cannot really be termed relaxing. Passions by their very nature

do not leave a person ‘alone’, inserting themselves into the grind of life with no

consideration for time or tide – they soothe you but also drive you crazy at the same

time.

These pursuits in the informed connoisseur of today’s global village increasingly

span the globe and little is allowed in the course of this single minded diligence to

hamper the fulfilment of the passionate leader’s vision and of its swift and efficient

delivery to fruition.

The barriers that are met in the course of the project and dispatched promptly with

gusto are many; languages, cultures, mindsets and personalities, team conflicts and

much more. For the greater goal of an unimpeded drive towards the project’s aim,

the leader may readily employ a heightened awareness of the self bringing what

might be acknowledged as flawed, maladaptive or at the very least inefficient

behaviour within himself into sharper focus and with a greater if not more urgent

acceptance thereby paving the way for change and display of a more ‘resonant’ style


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of leadership (Goleman, Boyatzis & McKee, 2002) and the excellent results that are

born of the same.

An important contribution therefore to existing literature on the perceived advantages

of the practice and pursuit of hobbies and other passions outside work would be to

explore the potential of these settings for development of effective leadership skills.

This is the broader issue due to the many interrelated topics that are at play

simultaneously. It envelops as it rightly should the analytical ability of the individual –

IQ and relevant intelligence; largely spatial in the case of a design project, cognitive

function, the capacity of emotional intelligence and its better management and the

many facets in turn of this EI such as emotional self-awareness, self-actualisation,

self-expression and interpersonal skill.

There is therefore the perhaps inadvertent but acknowledged learning of effective

leadership skill in the course of pursuing these hobbies and passions. The finer

query however is also towards those sublime tipping points that drive the sometimes

unconscious and lesser recognized embracing of change that occurs and does this

happen without the complete perception of its associated learning anxieties (Van de

Loo, 2006).

This brings us onto the objectives of this paper – to investigate if passionate hobbies

lend themselves to being excellent workshops in leadership development and if this

unique environment could make a revealing and efficient laboratory offering effective

tools in the hands of consultants and coaches?

In order to understand if this is indeed the case and to get a bearing on the dynamics

at play within the hobby-project team that has been brought together with a clear


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goal in mind I focus on the experiences of the team members in the course of each

specific project and on the experience of the leader who is rightly the pioneering

visionary as well as the target of the change effort.

The hobby or passion in question which this paper seeks to utilise for the study is

performance tuning of sports cars with its goal being to restore or customise and

compete either at performance events or in a ‘best of show’ Concours d'Elegance.

Customised performance tuning entails a comprehensive reworking of the

automobile including its drive-train and bodywork for increased efficiency. This is

usually termed an ‘evolution’ process to signify the periodic advantages that are

sought by the practitioner from after-market performance applications like larger or

faster spooling turbochargers or other such forced induction systems or the

replacement of stock engine internals such as pistons with precision-cast higher

performance and higher heat enduring internals forged with state-of-the-art space-

age technology bringing into play hi-tech materials such as Titanium, Ceramics and

Carbon-Fibre.

I discriminate in my selection of hobbies and passions that suit the ‘change’

workshop goal so as to differentiate from other pursuits such as stamp or other

collectible/article collection which despite having their own challenges are largely

contingent upon the leader’s personal resources and may not involve the intense

competition and push for results or indeed the hands-on management of culturally

diverse highly specialised and skilled teams.

The competitive nature of the passionate pursuit of auto racing, customising or

restoration begins from the drawing board or project conception and faces the

challenge of innovativeness as well as time constraints to have the product launched


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as per the original schedule and for the specific event it was intended; it continues to

intensify later as each competes in its segment. An interest or hobby such as this as

can be understood, is much more than mere pastime.

This particular feature in sport tuning resonates with the conditions and challenges of

most modern day world-class organisations and could therefore be utilised as a

simulated training environment to further the cause of organisational and leadership

development.

Keeping these related conditions in mind but with the added ingredient of a

heightened personal interest within the leader acting as a kind of catalyst, does he

raise the bar of his own personal performance and his management style without

being completely aware of this and of his perhaps dissimilar style within the business

organisation he manages?

Also related but not an aim of this paper – could a consultant using the CCC

approach work alongside him to bring both the obvious as well as the discrepancy

into view?


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Review of the literature:

There has been scant information forthcoming on previous research connected to

the pointed topic at hand despite the somewhat related and large-scale study on

work-life balance and its effects. Keeping this in mind I intend a cursory sweep of

some previous study and thought on

- the pursuit of hobbies and interests organisational leaders have been

passionate about,

- high-performing-teams and their constitution,

- leadership theory and practice,

- and a glance at some literature that hopefully binds up these three areas.

Craft

The realities of a work-centred environment and society mean life in many ways is

lived in a hurry and a constant rush. It may mean also that the daily breaks an

individual needs and does take are polluted too in a sense with the effluence of this

daily grind and rush which seep into those precious moments. Within such an

environment any activity in which the person can ‘lose’ himself or indeed herself is a

gift as indicates Buettner (2011) further differentiating between a leisurely walk with

the dog in the park from one around the block.

She points also to the all important internal rewards of such activity while keeping in

mind the general perception that those other work-life demands that keep us

occupied seem more important than leisure and people with achievement-focused

personality traits may surrender more readily to such a belief. However the value of

leisure time to both mental and physical well-being cannot be ignored.


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Elaborating further that the activity of leisure which is referred to is not the senseless

tuning out in front of the television or the like but rather those experiences that

engage us fully, heighten our curiosity, challenge us and delight us. Further

reminding it is also the case that many times these activities may fall ‘in between’

what could be categorised strictly as work or play.

The importance of this was not lost on the world’s greats as Parmenter (2010)

reminisces of Churchill who famously advised that to have a good hobby and a

passion that absorbs time can be a ‘safe house’ when needed. He found his own in

the landscaping and indulgence of his prized property ‘Chartwell’, and is known to

have once quipped “Everyday away from Chartwell is a day wasted” – and this

coming from a man so iconic and universally known that his statue facing the houses

of parliament simply says ‘Churchill’.

One aspect of the pursuit of hobbies is indeed solace and many business leaders

choose a pastime such as fly fishing to unwind. Burke (2013) informs us through

Santella’s book review of the preferences of such leaders like Robert Rubin, former

US Secretary of the Treasury who chases bone fish in the Bahamas, of the

executive chairman of Ford Motor Company Bill Ford who fishes for trout in Michigan

and of Donald Trump Jr. who will fish any chance he gets as he himself concedes.

But looking deeper he questions the appeal of even such a pursuit and of how it

informs its practitioners’ lives – the analysis and finesse needed to outwit a finicky

trout or of being out of reach from the daily grind in more than one way?

Or is it because they know a thing or two that the common manager fails to heed, as

Wiener (1975) points out the connection between managers’ hobbies and the role

they may have played in inspiring radical or unusual product innovations and


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marketing tactics. Among the examples he puts forward are the case of a successful

manager who had nursed ambitions to become a doctor but had gone on to build the

greatest book industry in Europe. His passion had meant a dedicated following-

through and he eventually surprised the public by launching a medical research

institute while moreover going on to write a bestseller about the field. Further

examples are provided of agriculture machinery manufacturers who launched skiing

goods because skiing was the family pastime and they were passionate about it and

of a factory owner producing investment goods who additionally started producing

parts for yachts because yachting was his hobby.

Or as Alder (1995 pg.1) enquires and finds: “What is the magic ingredient that gives

business leaders their edge? Great ideas. So where do they get them? Anywhere

but the office.” Insinuating that leisure activities can display ingenuity, creativity and

passion, he points to the 18 month garden pond project of Sir Robert Evans, former

chairman of British Gas that sounded like a full time job for other lesser mortals. The

sophistication required of leaders as they near the top of the corporate ladder means

wider lifestyle interests become important and appear to cultivate in turn the breadth

of knowledge they come to possess.

Alder says further “We seem to do better when we are enjoying what we do, so

‘thinking’ in leisure mode can have a higher performance payback than grinding

away at a problem analytically. Thus we can produce more creative ideas in the

shower or when driving than in long sessions in the office” (pg.2). This may be

according to him the effects of the negative associations of the workplace, its

structure and constraints and the consequence that has on free thinking.


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It is but expected he points that organisational leaders who are ‘natural drivers’ get

most of their winning business ideas behind the wheel – in their automobiles while

driving. He gives us also the insights of Grant Rabey of RS Components who values

his car washing and waxing time as almost therapeutic and this indulgence produces

for him a flow of ideas and solutions. Understandable of course is the reverse, when

somebody associates car washing with pain; that unhappy mind will be far from a

fount of creativity at that time and not many insights and flashes of brilliance may be

forthcoming. He quotes Sir Anthony Gill, former chairman of Lucas Industries and

keen sailing enthusiast who credits his creativity to his hobby: “A time for BGOs”

(Blinding Glimpses of the Obvious) he says.

Crew

A champion is akin to a vertebra – precise and with excellent capability. A ‘Team of

Champions’ is then a collection of such precise and excellent vertebrae but a

‘Champion Team’ is when these individual units come together in the manner they

should and as a consequence able to achieve optimum efficiency becoming so much

more than just a sum of its parts.

What goes into the development of these high performing teams?

Levasseur (2011) considers both the importance of selection of the right members

that could go on to constitute such a team as well as the important role leadership

plays in this context. Harkening back to the seminal work in the field by Tuckman

and the four phases of such team development which were identified as Forming,

Storming, Norming and Performing a closer look is taken at the role of the phase just

prior to the all important coming together of the team in ‘Norming’ which eventually

led to the high performance.


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He refers also to previous study by Jehn and Mannix of this storming stage that had

revealed two primary types of conflict involved in group development: Task and

Relationship and that even moderate levels of conflict could prevent a team from

coming together effectively and that the ideal management style might be a

combination of ‘high concern for production’ along with a ‘high concern for people’.

Pentland (2012) searching for the best predictors of team productivity found it to be

the team’s energy and engagement outside of formal meetings and saw a simple

experiment of having workers at a bank take their coffee break at the same time

yield astonishing results signalling the importance of efficiency and clarity in

communication.

Utilising wearable electronic sensors, data was collected and analysed to reveal

what appear to be very predictable and consistent patterns of communications that

productive teams display. The data did not take the substance of the communication

into account but only their patterns and reveals that these patterns are what matter

more than skill, intelligence or other factors that go into the building of teams.

In a related look at the importance of communication within high performing teams

Eggensperger (2004) analysing such groups within the military reminds that these

fighting men have been organised since medieval times into subgroups according to

their skills and combat capabilities such as infantry, cavalry or artillery. These ultra

high performing teams; the author points rely heavily on disciplined, highly defined

command and control processes that ensure the immediate goals of the

organization are transmitted to those who must act and that there is no ambiguity as

to what is expected. These members demonstrate clear understanding of their tasks,


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deep commitment to each other, a deep sense of linkage with a larger strategy, and

specialised skills.

Military management has overseen the development of processes of communication

that minimise if not eradicate chances of misunderstanding as troops are trained and

habituated to spell out even the most elementary commands and data transmission

in a phonetic alphabet – ensuring little chance for ambiguity. Hand signals are

utilised to eliminate the need for verbal communication or confusion in the heat and

noise of battle. Their special forces are further trained in the language and cultural

norms of the theatre they are engaged in and the use of emergency means of

communication such as Morse code.

Daniel and Davis (2009) in an in-depth case study at IBM’s Semiconductor Research

and Development Centre found that the key influencing factors of a team’s success

are much more likely to be humanistic. The guiding principles they utilised were:

- The establishment, communication and understanding of the team’s mission

as a shared agenda. The mission statement they formulated was concise and

clear in terms of what was required to be accomplished – date of completion

and important milestones.

- An operational team structure was created that validated each individual’s

unique skill and contribution with each member getting tasks that were

specific, important and personally meaningful to them and matched their

experiences, interests and skills.

Collins (1995, pg.2) developed the following list of characteristics shared by high-

performance teams:


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1. They exhibit behaviours similar to those of a newly converted member of a

religion or an elite club.

2. They have significant organizational support and in turn strongly support

the organization.

3. They are the in-house change agents and are continually shifting the way

business is done.

4. They have tremendous influence both inside and outside the organization.

5. They are a primary vehicle for involvement and leadership for those

populations who may be under-represented in many organizations.

Captain

Allio (2013) guiding us through a scrutiny of leadership finds that the ‘Great Man’

theory was among the earlier preferred explanations of leadership and of what it

entailed; extolled by those such as Thomas Carlyle – “The history of what man has

accomplished is the history of the great men who have worked here.” But others

such as Tolstoy and Hegel were of the opinion that in the greater unfolding of history

leaders are themselves mere pawns in a written script and that leadership is

therefore a mirage. Dvir and Shamir (2003) echo the previous observation that

“without his armies, after all, Napoleon was just a man with grandiose ambitions”,

and of the widespread bias to perceive leaders as causal agents shaping the

trajectory of events, instead of themselves being shaped by them.

As Allio takes us through the periodically held views from Xenophon in 400BC to the

enduring and perhaps topic invigorating lessons of Dale Carnegie in the previous

century, he pays heed to some of the landmark studies such as those by Max Weber

and his highlighting of the importance of charisma, Douglas McGregor who


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contrasted the merits of an autocratic style with a participatory style and the far-

reaching distinction between transactional leaders and transformational leaders that

James MacGregor Burns added.

As he ruminates on the act or process of leading which invariable requires both

leader and follower within a given context, Allio stresses on the importance of the

‘cause’ which brings about a unity of purpose and collaboration on a desired course

of action. Stressing that leaders depend on their followers to implement their

agendas he differentiates between the nominal leaders and the ‘latent’ leaders that

‘emerge’ as need warrants. Of particular importance is the insight he provides by

comparing leadership to the Higgs Boson which has recently garnered much media

attention around the word. Allio says and I quote “According to theory, the boson is

an elementary particle predicted by the Standard Model of nuclear physics. As it

passes through a solid, it mysteriously imparts mass to other fundamental particles

such as quarks and electrons. We observe the boson’s footprint or shadow only after

an event. Physicists are now confident that the Higgs boson exists based on

preliminary data. In the context of leadership, leaders act like Higgs bosons,

activating and energizing the members of the organization as they interact. And like

the boson, leadership may show up in the power it imparts to effective, committed

followers.” (pg.7)

(Hernandez et al., 2011) sought to understand where leadership came from or the

‘locus of leadership’ defining it as the source from which leadership arises and

asking whether the leader is its sole initiator or if other loci initiate leadership

referring to various theories that study the locus as an individual, a group, or the


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context which contains these actors, also considered is the mechanism through

which the process of leadership is enacted.

Others have looked at patterns of behaviour to inform the study of leadership.

Wasylyshyn (2012) identifies three such discernible patterns on a continuum as

Remarkable, Perilous and Toxic. Wasylyshyn was influenced by the work of

developmental psychologist Erik Erikson and the three patterns that are telling of the

individual’s successful handling of psychosocial tasks. Kets de Vries (2006)

illuminated on the centrality of the clinical paradigm that perception is not reality and

what you see is not necessarily what you get taking into consideration both cognitive

and emotional distortions as well as the premise that irrationality is grounded in

rationality and that people are products of their past. He utilises these lens to identify

the dominant five leadership styles within organisations as dramatic, suspicious,

detached, depressive and compulsive.

The tie that binds

Locander and Luechauer (2007) in ‘Leader as Slacker’ proselytise the benefits of the

slacker approach quoting Wikipedia’s maxim for this approach as “do not reinvent

the wheel” but lament the widespread misunderstanding of Kouzez and Posner’s

definition in The Leadership Challenge of the leader’s job as ‘to envision the future

and create the mechanisms to go there’ with the result being executives spending

too much time recovering the past and reinventing the wheel at the cost of time,

morale, opportunity and money. They make a point to stress on the small difference

of a single letter that separates business from busyness and quote Wharton

professor Peter Capelli: “You can turn smart people into idiots just by overworking

them.”


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Portsmouth (2005) surveyed ‘what makes hypergrowth entrepreneurs tick? How do

they live and what do they love?’ And found everything besides working; from

spending time with family, golfing or reading to flying their single engine plane,

running marathons and following ‘The Simpsons’ on TV.

Yang and Useem (2006) turn Publius’ seventh maxim from 42BC on its head – for he

made the mistake of saying “To do two things at once is to do neither” – he clearly

knew little about multitasking and of its importance today. They point to some

notable past and present examples like Leonardo da Vinci who balanced six full

blown careers in one lifetime and of Thomas Jefferson – architect, violinist, President

of the USA and founder of University of Virginia to concert-level pianist Condoleezza

Rice who apart from performing Brahms sonatas dabbled at the state department.

Making yourself good at just one thing may actually be a mistake they find as the

brain is not just a fixed mass that shapes behaviour but behaviour in turn shapes the

brain and this means that cross-training the brain can make a person better at

everything they do because the more varied the skills, the more varied the neural

pathways in use. They quote Pete Dawkins, vice-chairman of Citigroup’s global

wealth management “They’re kind of reservoirs in your consciousness that you can

reach back into for insights you’re applying to something totally dissimilar; I think the

broader, the more of these reservoirs you have available, the more likely you can

see through the fog” (Pg.2). Dawkins should know he has been at various points of

his life a Heisman Trophy Winner, a student at Princeton and Oxford, a Rhodes

Scholar, head of consulting at Bain, a Partner at Lehman Brothers and a Brigadier

General in the Army.


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Manz, Shipper and Stewart (2009) study teams and leadership at W. L. Gore &

Associates and take a look at their unique idea of shared leadership in which formal

authority is not vested in one person but leaders emerge due to their followership

which is termed ‘natural leadership’. This is done by demonstrating special

knowledge, skill, or experience that advances a business objective, through a series

of successes, and by involving others in significant decisions. Therefore Gore’s

highly egalitarian culture lays emphasis on valuable contributions made to the

business and not on title or authority.

In ‘Out of This World’ (2007) Fischer and Boynton undertake a video-tour analysis of

the Universal Studios 1995 movie ‘Apollo 13’ considering issues of passion, high-

performing-teams and leadership and consider it to be an invaluable pedagogical

vehicle on the above attributes as the viewer or learner gets a 2 ½ hour POV of the

action and of seeing the outcomes as well as the managerial mechanics that lead to

them. Ample lessons are provided on how trust is earned, what goes into decision

making and how communication is handled or how commitment is raised. Another

albeit side-issue raised is of learning as a process and the late Italian novelist Italo

Calvino’s belief that lightness, quickness, exactitude, visibility and multiplicity are the

five values essential for the transmission of ideas and that means are further

warranted to ‘lighten’ the preparatory workload and ‘quicken’ the cadence of

learning.

Dunham (2000) seeks answers in a comparative study of theatre direction and

business management in ‘Leadership Lessons from the Theatre’ and points to the

only recent attention and appreciation of the ‘human factor’ in business whereas the

theatre director spent considerable time leading, coaching, cajoling, guiding and


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collaborating. The effective director then is able to draw the performers around a

common vision, will emphasise good casting and approach work in a collaborative

manner – all good lessons for management.

Chao-Chien (2013) studied team cohesion and leadership within university league

soccer teams passionate about the game and found coaches displayed a variety of

leadership styles from paternalistic to virtuous and from benevolent to authoritative.

He found that perceptions of this leadership style varied between senior and junior

players, between champions and substitute players and that cohesion and affinity

was affected by the length of time played or trained together. He found that

compared with teams with lower rankings, outstanding players had superior social

skills, were better able to adapt, and had better interpersonal relationships with

other players on their team. From the findings he inferred that that ‘if soccer coaches

wish to enhance or improve team cohesion, they should separate official and

personal relationships and avoid arbitrary, dictatorial behaviour in their coaching

role.’


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Method

A qualitative, inductive approach with descriptive methods of data collection was

used to consider the research query if pursuit of the passionate hobby does indeed

lead to the development within the practitioner of effective leadership skill.

Strauss and Corbin (1990, pg.17) defined qualitative research as any kind of

research that produces findings not arrived at by means of statistical procedures or

other means of quantification. The authors further indicated that the analysis in this

type of research is a qualitative one that involves nonmathematical analytic

procedures that result in findings derived from data gathered by a variety of means.

Merriam (1988, pg.17) identifying assumptions that usually undergird qualitative

research methods described them as: “Qualitative research assumes that there are

multiple realities – that the world is not an objective thing out there but a function of

personal interaction and perception. It is a highly subjective phenomenon in need of

interpreting rather than measuring. Beliefs rather than facts form the basis of

perception. Research is exploratory, inductive, and emphasizes processes rather

than ends. In this paradigm, there are no predetermined hypotheses, no treatments,

and no restrictions on the end product. One does not manipulate the variables or

administer a treatment. What one does is observe, intuit, sense what is occurring in

a natural setting-hence the term naturalistic inquiry.”

Merriam indicated that the requirements of qualitative research are met best by

means of non-probability sampling assuming that the study aims to discover,

understand and gain insight and would therefore need to pick samples from which

the maximum can be learnt.


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The design of the study employed a variety of means such as interviews and direct

observation of leadership behaviour in a choice of ‘work’ or ‘play’ settings. As a

means to enhance this study rich description and an easy narrative were employed

so that transferability may be possible for the interested reader.

Also to obtain hard data and proof a simpler application of organisational discourse

analysis was utilised which views leadership as a relational process and not a

solitary activity (Fairhurst and Uhl-Bien, 2012) people co-create the relationship as

they go on interacting. To do this a very simple LMX (Leader-Member Exchange)

construction was utilised to counterbalance the self-reported views and perceptions

that leaders and followers may themselves relate.

The inclusion of a specific situation or setting in which leadership styles and

behaviours of the participants were demonstrated provided leads to the rationale for

these observed behaviours and of the perception of these actions by others.

Consent was acquired from participants for this study and it was indicated to them

that its purpose was to reveal the nature and styles of leadership in conditions of

work and play and that its design was to be minimally intrusive and self explanatory.

The standard ethical protocols were explained:

• That participation in this qualitative study, observation and interview is entirely

voluntary.

• The participant is free to refuse to answer any question at any time or discuss

any given subject.

• And has the freedom to withdraw from the interview at any time.


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• Those parts of the interview which the participant requests will be kept strictly

confidential.

• Excerpts of the interview will be made part of the research report.

• The name and identity of the participant or his organisation will not be

included in this report.


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Workshop – Playshop

EVOLUTION MODE

‘Evolution Mode’ is a Bangalore based company that advises clients on their sport

tuning and vintage restorations acting as liaison and bringing together specialised

and highly skilled teams from across the world for the successful completion of these

projects.

The company is a subsidiary of FirstMate Investment Management of which the

researcher is founding CEO. FirstMate provides avenues for investment in Indian

equity and realty markets. Evolution Mode was set up as a natural extension of its art

and antiquity portfolio management service to meet the growing demands of clients

who sought both indulgence as well as alternative avenues of investment to diversify

their holdings. Evolution Mode is more popularly known as EVOM locally due to their

iconic logo emblazoned across the front of their competing cars which appear simply

to state the obvious and the urgent in the rear-view mirrors of slower cars ahead –

MOVE!

Furthermore EVOM suits this study due to its own charter and mission statement

where it like its parent company FirstMate makes it clear that the ‘captain’ in the

driver’s seat is the client himself who is given free rein to design and lead the project

as he sees fit with EVOM management assisting merely in connecting the dots. The

project’s overall design, its transport from objet trouvé to objet d'art, its success and


26

its timely delivery then is largely in the hands of the enthusiast client who must

manage efficiently the resources placed at his disposal.

As mentioned in the introductory paragraphs of this paper it became apparent over a

score of projects EVOM had managed over the years that the project leader in

pursuit of his vision and passion displayed remarkable abilities at managing and

leading his team and when the opportunity and requirement arose for a research

study, the subject of leadership within this context was foremost in consideration.

Godzilla

VB is a hard man to please, a visionary who knows exactly what he wants; and when

he wanted a thousand horsepower R32 Nissan Skyline Gtr for ‘time-attack’ he could

see just the way it would be in his mind’s eye. He has the complete history of this

automobile at his fingertips – “it was given its nickname by the Aussies due to both

its Japanese origins and its iconic status” and begins to count off the various styles

and configurations the car had ever come in.

VB is of Telugu ancestry from the Andhra Pradesh region of South-India; he holds a

master’s degree in law from England and is a partner in a prestigious Bangalore law

firm which is chaired by his father. The firm specialises in business and mercantile

law and represents several large clients. He is in his mid 30s and despite the firm

having many senior partners, VB – as is quite the norm in India, is the anointed heir

and should be taking over the top job in around 5 years time.

The office is an independent four storied structure; a maze of 80s style wood and

glass cabins with VB’s personal space along with other senior partners on the upper

floor which is not noticeably different except for the quieter and cooler atmosphere.


27

His own cabin is not very large and is in fact the same size as the cabin next to him

which seats two legal attaches. Two desks of noticeably different style and vintage

arranged at right angles take up most of the space, the older one against a side wall

with multiple stacks of files and paper while the newer one has two rows (one behind

the other) of set-of-three interconnected metal chairs more common in hospital

waiting rooms opposite it. The room has one window to the back with blinds raised

completely revealing the adjacent building that appears startlingly close; additional

lighting is by way of a recessed set of white fluorescent tubes in the false ceiling.

When not sporting the garb of his profession VB prefers to dress casually and in

keeping with what could be recognised as current London fashion, which he does in

a somewhat low-key manner preferring more muted and darker colours. He speaks

in a low voice and has a deliberate manner about him; his gestures and body

language very conspicuously display a sense of humility. He concedes that though

not the first to speak-up he doesn’t shy away from social gatherings and quite enjoys

them. Physically he is on the shorter side which combined with his dressing sense

and demeanour give him a low-decibel, non-obtrusive quality.

What unfailingly captures one’s attention however is the sense of keenness about

him which indicates that not much gets by this natural ability of his at observation

and listening. When this is pointed out he laughs and says “God is in the details!”

A not needless ability in his field of work.

He sports a slim gold chain around his neck, a tasteful Omega Seamaster in steel

with white dial on one wrist and a gold bracelet as well as a thick black string having

evenly interspersed knots on the other. When his rather conservative choice of

watch is drawn attention to, he agrees it’s not the trendiest or sportiest but the clean


28

and uncluttered design appeals strongly to him. His gaze moves to his other wrist

almost unconsciously and running his fingers round his bracelet he explains it to be a

ceremonial gift, he then gives a short embarrassed chuckle and declares somewhat

diffidently that the thread is from a temple and blessed by a priest to ward off the

evil-eye. “I’m not very superstitious” he smiles sheepishly , “but my mother insists;

and as you may have heard there are a fair number of tales traded on the topic

which though fanciful have just enough in them to spook you a bit...you know?”

An assistant’s assistant with file in hand knocks at the cabin door and is beckoned in

with a wave of the hand. He places the file on the desk opposite VB indicating that it

contained what had been sought the day before. VB looks at the open page

thoughtfully and nods his approval still immersed in what he is reading. The assistant

looks unsure whether to leave or stay and after a minute’s hesitation walks out softly.

VB apologises, lays the file on the side desk and looks to continue, however the

method of the study and the relevance of non-intrusive observer and ODA along with

LMX analysis are explained again politely before the researcher takes the farthest

chair in the second row.

On being queried about the organisation and his role he says: “I’m sorry the office

looks the way it does...I’ve tried to make my proposal for a renovation be accepted

but people here are stuck in the same way they’ve been doing them for

years...sometimes it’s a real burden to be the boss’s son...people don’t communicate

easily and you feel out of the loop...also they’re always looking to test you or to see

you trip and fall....there are times I’ve felt like taking a job elsewhere ”

As regarding his hopes and fears he says he truly hopes the politics the seniors

indulge in stop or are toned down but things may stay that way for some more time


29

and he may have little recourse but to tolerate it. He fears co-workers are sceptical of

his merits and that they may perceive he has what he does on the basis of his wallet

and position; ‘easy come, easy go’ and that he may be susceptible to taking

unnecessary risks with his and their future.

Queried about his management styles at ‘work’ and ‘play’ he says that he does not

consciously adopt any changes in style and that he has a “pretty stable personality”

but he concedes that he loves cars and that he would chose the workshop floor over

the court any day. “I’m happier there and that probably shows, that’s all, but I’m

absolutely the same with the guys under me – office or the workshop.”

Two hours go by in a private closed-door meeting with clients. After the meetings a

review and discussion take place which the researcher is invited to join in the same

conference room with another senior partner who appears to be in his 50s and to

whom VB refers as Uncle G. There is no relation between them but this again as is

the norm indicates that the older gentleman knows VB since he was much younger

and has been at the firm longer. The client group in the closeted meeting are

explained to be shareholders in a sizable family business, other details are not

divulged.

LMX guide:

Italics = emphasis and stress; (2) = 2 seconds of time; no::: = elongation of a

syllable; [ =simultaneous speech.


30

1. VB: Hmmm (2) shall I ask S to take this up on priority?

2. G: No, no let SB get back (3) I don’t know. {shakes his head with his chin in

hand appearing troubled}

3. VB: I spoke to him (2) they spoke to him (1) he asked me to [move on it.

4. G: [Yeah, but he doesn’t know the half of it.

5. (4)

6. And I came in so::: late (1) you should have called me in earlier.

7. VB: They were looking unsettled at my suggestion (1) I felt they’d be

reassured.

8. (3) {furrows his brow, looks disappointed}

9. You should have said [something.

10. G: [I didn’t disagree

11. VB: {sniggers} you didn’t agree either.

12. G: Well (1) it needs more thought (3) call them in tomorrow for a second

meeting with me (1) if tomorrow’s not possible ask them to schedule one at a

convenient time with me.

13. VB: No, no I don’t want to call them in again for such a small issue. {furrows

brow, irritated tone of voice}

14. G: Telephone SB and run it by him (1) to be on the safer side.

15. (4)

16. VB: No, (1) I’m calling S (1) he’ll do it. {brows furrowed, irritated tone of voice}

17. G: Oh (1) ok {sounds resigned, leaves}

Back in his cabin VB makes the necessary call then asks an assistant to come in,

some other details pertaining to the same case are discussed VB is vaguely

dismissive and seems preoccupied.


31

A soft knock at the door announces a manager from the accounts department, he is

asked to take a seat. A matter previously discussed comes up about a budgetary

requirement and the manager presses for a decision but VB is dismissive and asks

for it to be put on hold until SB gets back in a couple of days. When the manager

presses further VB refuses outright to take a decision on the matter. Some other

mundane items are discussed but a low mood prevails. The manager leaves.

The remainder of the day passes in some more scheduled meetings with clients and

a brief out-of-office appointment. VB leaves for the day.

Critical leadership behaviours at work:

Observations at work in the office reveal that VB displays movement on the

continuum between perilous and toxic behaviour according to Wasylyshyn (2012)

where she describes that perilous leaders were often described as perpetually

dissatisfied, impossible to please, and de-motivating.

A simple survey handed out at the office by the researcher and explained to be

anonymous asked that VB’s dominant mood be rated either ‘positive’ or ‘negative’.

78% of respondents ticked the ‘negative’ box.

Another question asked if he leaned towards being ‘cautious’ or ‘risk-taking’.

92% of respondents ticked ‘cautious’.

A third question asked for a one word descriptor of VB.

66% Cautious/careful. Remaining: Angry/irritable, humble, suspicious, cunning, self-

absorbed.


32

Wasylyshyn observed that ‘perilous leaders’ tended to not make optimum use of

their cognitive abilities and are likely to get distracted due to organisational politics or

get mired in procrastination. Complex decision-making demands appear to paralyse

them and that their effectiveness in terms of strategising, driving results and

managing people could vary.

She further noted: Procrastination, distractibility, and labile mood were other

indicators of leaders in a perilous behaviour pattern. From the perspective of

emotional intelligence they were erratic in their ability to tap into positive emotions or

to utilise them as a motivational resource. Despite obvious career success, they

tended to minimise their accomplishments, were preoccupied by exaggerated

worries about the future, and felt resentment towards peer accomplishments.

Generally, they were found to be lacking on self-awareness and the ability to

modulate emotions well as well as empathic ability. Their relationships were more

cool, distant and transactional. (pg. 76)

According to Nelson (2009) “these are dysfunctional interpersonal and self-

regulatory patterns that tend to interfere with the leader’s capacity to build or manage

high performing teams. Such dysfunctional dispositions along with the flawed

interpersonal strategies associated with them can diminish or degrade skills and

competencies a leader may otherwise possess.” (pg. 9-10)

These dysfunctional behaviours emerge according to them due to several variables

primary being the strength of what is referred to and explained as the underlying

‘schema’ – influence of underlying mental models through which perceptions of

social interaction are encoded and used to make sense of own and others

behaviours. Another variable is the prevailing situational factors that can affect and


33

overpower the leader’s self-managing abilities when stress and strain of work or an

emotionally charged situation are added to the mix. Finally, organizational culture is

also a contributor to dysfunctional behaviour.

Nelson indicates that ‘High Sceptical’ executives are mistrusting of others’ motives

and are doubtful of their intentions. Expecting mistreatment they usually find it and

may then recoil in anger or become combative distancing themselves from others.

They are often perceived as shrewd and politically sensitive.

‘High Cautious’ individuals tend to be careful and conservative worrying about

making mistakes; highly sensitive to this they may try avoiding events which they

consider unpredictable and as a result may shun decision making or socialising.

FKR Racing has its works division in a sprawling industrial estate that could be

mistaken for an orchard due to the sheer greenery and number of trees present. FK

the team principal says it’s them doing their bit for the environment and to promote

ecological awareness in motorsport; a ‘heat-sink’ for both the atmosphere and their

consciences so they can indulge in their passion wholeheartedly.

VB’s ‘Godzilla’ crouches low jaws gaping in a service slot, the lower halves of

technicians’ bright overalls visible dangling over the edges of the fenders, the open

bonnet hiding their torsos as they install a new set of up-rated injectors that have

arrived from Japan. VB cigarette in hand, stands close observing with interest but is

careful not to intrude into the workspace. Light jovial banter goes around and

laughter flows free. VB is restrained but conveys a sense of shy friendliness rather

than what could be construed as reserved or distant behaviour.


34

The lead technician feeds data and tweaks numbers on his laptop to try getting the

midrange just right; apparently pleased with the new injectors, pulling a face and

clowning with the team he says “These new puppies are the dog’s bollocks mate,” in

as proper a British accent he can muster. The team explodes laughing and steal a

glance at VB against whom the gag was directed knowing well his affinity for

London. VB smiles and takes a long drag on his cigarette looking pleased at both the

compliment on his purchase as well as the joking at his expense. He doesn’t

interrupt the laughter but just as it begins to die down he says to the same technician

“it’s nice to see you’re laughing, considering Fergie’s hung up his ‘hush’puppies –

hope you’ll still be laughing next season.” The team working on the car as well as

others within earshot hoot and laugh as the joke is now on the lead technician who is

famous for being a huge Manchester United fan and consequently as much or more

an anglophile as VB.

The tune-up is not without its quirks, each time the team manages to get one

parameter right another falls out of place, the car is misfiring and pinging and a

couple of hours go by with much prodding and poking by the team which had been

involved in the original ground-up build of the car. Nothing much now remained of

the stock purchase that VB had made over ten months ago save the body shell.

The RB20DET engine in the car had been replaced by an RB26DETT, custom

rebuilt in Thailand by a specialist team retained by EVOM and according to VB’s and

FK’s exact specifications. This had taken almost four months and VB communicated

every evening without fail on Skype with N the engine builder and had made three

short trips to Bangkok. Other parts had come from England and Japan. Japan had

been a last resort due to the difficulties in communication but some crucial


35

performance applications weren’t available elsewhere. VB had used a Japanese

translator EVOM tracked down at Mumbai which is a considerable distance from

Bangalore to get past the language barrier. Video calling had been used here too by

VB when small specifications were sought suddenly and the translator was not

available, and to great effect as neither he nor his Japanese counterpart could

comprehend a word the other said but small details were understood by pointing to

brochures and holding up pictures to webcams and a lot of enthusiastic grunting,

nodding and laughing.

After the dyno run is finally complete and a satisfactory curve of the performance

graph is achieved FK and VB go over the details.

1. FK: It’s looking good on paper (1) we’ll see

2. (2)

3. on the ground (1) it should add up

4. VB: Yes yes yes::: that’s where I was feeling lag (1) mmm

5. FK: I wanted the ‘Greddy’ [kit

6. VB: [Yes::: no ‘NISMO’ is more consistent

7. (1)

8. He had Greddy[

9. FK: [Hmm {sounds disappointed} (4) you know[

10. VB: [Sorry FK (1) but this is the new one

11. FK: Hmm::: {lips pursed downward}

12. (2)

13. fine {sideward nod, disappointed tone}

14. (6)


36

15. VB: Also T tracked down that 240z mirror

16. FK: Huh (1) are you serious {sounds excited}

17. VB: It came in the same package {smiling mischievously}

18. FK: You didn’t tell me {smiling}

19. VB: I was waiting (2) I knew you’d be pissed [{smiling broadly}

20. FK: [{laughs} I’m still pissed {shaking his head}

21. VB: {laughing} I know

22. FK: It better hold up on the track

23. (1)

24. If not you’ll see {threatening gesture} I don’t want a bloody dyno queen

25. (2)

26. {laughter} (3) don’t worry it’ll hold {encouraging pat}

27. VB: You can make it! {laughter}

Celebrations are by order of pizzas and drinks that VB’s driver delivers and

everybody tucks in sitting on the green synthetic workshop floor, VB is not in work

overalls but joins in by laying down a paper napkin and squatting on it.

Critical leadership behaviours at play:

Observations at ‘play’ in the ‘work’shop reveal that VB displays little or no movement

on the continuum between remarkable and perilous behaviour making all efforts to

halt a slide towards ‘perilous behaviour’. Wasylyshyn says that remarkable leaders

were often described as distinctive in their abilities to:

• form trusting relationships both at work and in their personal lives.


37

• act independently

• pursue demanding objectives with confidence

• apply their considerable cognitive capabilities

• establish a clear and compelling career identity, and

• remain steady in the pursuit of their work and personal relationship goals.

(pg. 77)

The same question of the earlier survey handed out at the office by the researcher

was handed out at FKR Racing, explained to be anonymous and asked VB’s

dominant mood be rated either positive or negative.

100% of respondents ticked the ‘positive’ box.

The question asking if he leaned towards being ‘cautious’ or ‘risk-taking’.

94% of respondents ticked ‘risk-taking’.

The third question asking for a one word descriptor of VB.

62% Humble, 12% Caring. Other words used were happy-go-lucky, generous and

shy/quiet.

A quality that most attested to was his ability to remember small details about others

and to surprise them as he did FK with the hard to find 240z mirror. The lead

technician in the earlier vignette had been gifted a Manchester United jersey after a

London trip and N who had loved the Indian brand of cigarettes VB smoked got a

carton on every visit.


38

Bosozoku

MAK has participated in a number of concours over the years and has been a

multiple show winner. His collection of vintage and classic cars have witnessed

periodic turnovers as he chooses to keep a limited number at any given time. One

car which has been a previous winner and has remained with him for more than two

decades is a 1979 Toyota Celica Gt. Considering either a sale or a custom redesign,

MAK was looking at options, so when a suggestion was made for a radical or

controversial unveiling of a previously unseen design concept at a local show he

decided to go for it.

MAK is the Country Manager of the India division of a Southeast Asian switchgear

manufacturer. The industrial facilities of the company are located in Coimbatore, a

smaller city some two hundred odd kilometres from Bangalore which however

houses their corporate offices at a plush downtown address. MAK and his immediate

forefathers are India-born, residing in Hyderabad and Bangalore but he traces his

roots to Turkey. MAK has a flamboyant personality, is somewhat heavyset but being

on the taller side carries it well. There is definitely an element of magnetism in him

due perhaps to an impeccable sense of style and his distinctive dramatic mannerism

such as scrutinising someone deeply through eyes narrowed into slits in an almost

interrogative manner while responding to even a mundane query and only after a few

tense moments allowing the corners of his eyes to crinkle and a hint of a teasing

smile to appear on his lips – a style that lends an effect of what can best be

described as teetering between the sinister, the enigmatic and the charismatic. It

does seem very natural when he does it and he invariably carries it off to the relief

and delight of his conversational adversary.


39

The offices of SASM are in the upper floors of a prominent high-rise in a prestigious

part of the city. The interiors are wood and granite with thickly carpeted floors giving

the impression of a luxurious hotel lobby. There are continuous walls of deeply

polished wood with doors resolutely shut. There is an overwhelming silence which

makes one uneasy to even clear their throat.

Escorted to the ‘boss’s’ wing by a smart receptionist and shown into a room which is

dominated by a large wooden desk with a pink/brown granite top which somehow

makes it look like an altar accentuated also due to the surgical placement on it of a

solitary and rather grand pen stand, a brass and glass clock-globe and telephone all

of which seem miniaturised by the sheer size of the granite; the researcher is invited

to take one of the heavy leather chairs opposite. The walls of the room are bare

except for an intricate gilt edged frame bordering a charcoal abstract. A wooden

console stands dead centre of the back wall while a granite and glass mantelpiece

on a side wall displays a squat flower arrangement.

MAK is in a beige half-sleeved safari suit with flaps on his shoulders, his bare arms

resting on the granite sport a dress watch – a vintage Cartier with a sapphire crown.

He wears his thick wavy hair which is peppered grey in a medium crop and

alternates his moustache between full and ‘Clark Gable’ style.

A chair is placed by an office peon in a non-obtrusive part of the room upon request

by the researcher who is informed that MAK will spend only about an hour in the

office before heading out as is usually the case.

Speaking about the visible artefacts he says this particular Cartier is a temporary

stand-in for a 60s vintage ‘over-cuff’ curved model that is a much sought after classic

driver’s watch. The abstract is meaningless to him and was installed by the designer


40

who did the interior to company specifications and no personal touches to the space

have been added by him.

“These offices generally accommodate the finance and sales departments and I take

all internal meetings here as does my Malay counterpart on his frequent visits and

this cabin is used by either of us when in town,” he explains.

MAK is also a minority stakeholder in the India venture and spends a considerable

amount of time at the industrial facilities in Coimbatore or travelling between the

Southeast and the Middle-east.

He describes himself as a man of few words and his leadership style he says is a

firm but reasonable one and that he is open to feedback always. On a specific query

about his hopes and fears regarding his leadership abilities: “I truly hope the people

around me realise...my employees included; that I care about them deeply and this

goes for all rungs of the organisation...you know we are unionised. At the same time

I look to run a tight ship and dislike ‘feet-draggers’ or people who do not respond to

positive motivation...I dislike using threats and may go there only as a last resort. I

know they know this, however I fear they perceive me more threatening than caring.”

He says he does not think that he uses different means of motivating or managing

his teams at ‘work’ and ‘play’ and if he finds this to be the case he would be very

surprised.

MAK asks his assistant to come in; she is very smartly attired in a professional suit

and has some documents in a slim folder. There is very little conversation as she

simply places an open page which MAK studies and after a minute or two either puts

it aside or attaches a written instruction by way of a yellow post-it note. There is


41

some discrepancy in one set of documents but the assistant is quick to place a paper

she had set aside earlier which seems to satisfy him. This takes about fifteen

minutes and they are not disturbed. The assistant had remained standing by MAK’s

side the whole time.

He takes a meeting with a senior facilities manager who is in Bangalore on official

business.

1. M: How are you sir? {nervous laughter}

2. MAK: Good ::: {nod, a quick downward pursing of the lips smile}

3. M: Can’t believe the empty roads

4. (1)

5. that too in Bangalore {more laughter}

6. (3)

7. Every (1) body’s watching the match looks like {laughter}

8. (3)

9. I spoke to J sir

10. MAK: And?

11. M: That is a very small spring sir (1) tensile strength is an issue he says

12. (3)

13. He can supply but cannot guarantee similar standard S.O.M. (1) he says

14. MAK: Take what he can arrange (1) Tell HO to courier one batch

15. M: If it loosens maintenance guys will hassle [sir

16. MAK: [I’ll be at the factory tomorrow (1) agent’l go personally to port

17. (1) one week

18. (4)


42

19. O K

20. M: Thank you sir.

After he leaves MAK calls in his assistant and instructs her on the needed

information to be given to another junior manager. He raps the desk top in a quick

staccato and gives her one of his famous piercing stares. That indicates he’s done

here and he leaves. The assistant noticeably is still smiling to herself.

Critical leadership behaviours at work

Observation of MAK at the office show a Dramatic-Authoritative leadership style

which appears to move between remarkable and perilous, while his charismatic and

paternalistic behaviour make the whole effect more palatable. He exudes a signature

‘take-it-or-leave-it’ but ‘you-can’t-help-loving-me’ persona and does appear to pull it

off.

The same simple questionnaire is handed out at the office.

MAK’s dominant mood be rated either positive or negative.

54% of respondents ticked the ‘positive’ box, 46% ticked negative

The question asking if he leaned towards being ‘cautious’ or ‘risk-taking’.

60% of respondents ticked ‘cautious’.

The third question asking for a one word descriptor of MAK.

42% Strict, 44% Caring. Other words used were reserved, suspicious, & Bond.


43

Nelson indicated that ‘High Reserved’ leaders prefer social isolation. They tend to be

uncomfortable working in teams or in meeting new people and co-workers may find

them difficult because they are experienced as withdrawn and uncommunicative.

Social sensitivity may be poor and therefore the capacity to notice and respond

effectively to others needs and feelings are low. Beliefs may include that life is best

lived purely rationally and this may in turn lead to them being impervious to either

praise or criticism with feedback being a prickly issue both to themselves and to

others. They may prefer others perceive them as being tough, resilient, and self-

sufficient. Further indicated are traits in ‘High Colourful’ leaders who tend to be

naturally extraverted and gregarious. A dark-side behaviour however is that they

mistake attention for accomplishment. “Historically, attention and affirmation were

predicated upon charm, appearance, and the capacity to entertain. Far less attention

was paid to competence, persistence, and achievement. These individuals covertly

doubt their real abilities and fear that others will notice their ‘weaknesses’. Under

stress, the high need for approval leads to exhibitionistic and ‘entertaining’

behaviours in place of real productivity.” (pg.13)

Classic Automobiles (CA) is a coach work specialist and Road Rooster Racing

(RRR) is a Motorsport Authority of India authorised rally outfitter and support team.

‘Bosozoku’ is a Japanese stylistic automotive theme originally meaning ‘violent

running gang’ and with a cult following in its home country where cars sport some

crazy designs epitomising a rebellious and radical attitude. ‘Shakotan’ is a tamer,

more globally acceptable variety of Bosozoku where the cars are lowered with


44

suspension modifications and sport flared wheel arches over extra-wide wheels and

tires; this was the version MAK was going for.

The Celica had got the bodywork completed at CA after the lowering treatment and

new undercarriage at RRR. However EVOM had managed to locate in Dubai a

larger capacity engine that the Celica had sported in limited edition trim and MAK

was loathe to let it slip through his fingers, therefore the car was back at RRR

halfway through the new paint job CA were giving it.

RRR is very unlike FKR as it resembles a row of aircraft hangars disinfected of every

blade of grass. The team principal is LK, an ex-rally champ who is widely known.

By the time MAK arrives a technical team which had been busy through the day

getting the new motor in has now got it snugly fit in the car’s engine bay. MAK walks

past without a glance as he goes to see somebody’s old Fiat in another slot. The

team see him go by and as MAK stands looking with interest at a fairly common car,

his team members join him in an exodus and begin talking about the Fiat.

He suddenly turns on his heel and walks to his car all following him again like he

were the pied piper. Every member of the team has a grin on his face as they look

expectantly at MAK who refuses to either look at them or offer an opinion. After a few

moments of exaggerated survey from an arm’s length of his car he walks backwards

a few feet, stops and looks again with tilted head, then looking round at each face in

the crowd breaks into a wide smile. Some of the younger members of the team are

so pleased with this display of acceptance they visibly relax their shoulders. He turns

his attention again towards the Fiat and enquires what it’s in for and that it could

make an interesting project too. All are talking simultaneously and some begin to

debate each other on this hypothetical conundrum until MAK asks a young mechanic


45

standing close by what he would do and then after patiently and seriously

considering his idea shakes him affectionately by the shoulders – his enigmatic smile

not revealing if he found what the young man said to be either brilliant or silly – he

turns to LK.

1. MAK: Looking good {light smile}

2. LK: We aim to please sir {laughter}

3. MAK: I’m pleased {nods, smiles}

4. (5)

5. Those indicators need to be blanked out (1) you think?

6. LK: Hmmm

7. MAK: More menacing (1) don’t you think?

8. LK: Yeah mmm old school muscle (2) Charger?

9. MAK: Yes {nods} (2) good job

10. (2) think on that let me know (1) we win this thing (1) uh?

11. LK: Yes sir (2) it’s a crowd pleaser.

12. MAK: That’s the job we’re in {smiles}

Critical leadership behaviours at play:

MAK displays remarkable leadership behaviour, at play he is in his element, he is a

movie star. His team was observed to hang on to his every word and the fact that the

engine was installed so quickly and so neatly is a testament to his abilities of

motivation and inclusivity.


46

The questionnaire didn’t throw up any surprises –

MAK’s dominant mood be rated either positive or negative.

100% of respondents ticked the ‘positive’ box.

The question asking if he leaned towards ‘cautious’ or ‘risk-taking’.

100% of respondents ticked ‘risk-taking’.

The third question asking for a one word descriptor of MAK.

100% respondents used variations of the word ‘Grand’.


47

Limitations

The primary limitation of this study is the small sample size and of the simple

construction of the study which may not fully satiate the appetite of the serious

academic.

Another area of concern is the identification and possible study of other such thrilling

hobbies that organisational leaders indulge in, which are competitive in nature and

depend on the successful performance of teams; a few are apparent such as yacht

racing, sky diving, equestrian pursuits or rockets and propulsion systems – even the

challenge to break the space barrier.

Also being a motorsport enthusiast himself the researcher may be susceptible to

bias and this will have to be accounted for.

Future research

A pointed study of the emotional intelligence of the leader within such scenarios

would be illuminating as would be the interpersonal dynamics keeping in mind

hierarchical structures and related theories like spiral dynamics and how the leader

comes to manage them effectively.

A funded research project can obtain a more complete and holistic picture doing

away with limitations of time and travel while getting a blow by blow account when

the leader is in the act of pursuing his passion.


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Conclusions

One critical aspect of this study was that it was not meant to be a coaching exercise

and no coaching contract existed between the researcher and the participant. The

understudy was a combination of the participant and a unique environment with the

query being pointed and specific as well as tangential, the topic was leadership but

the broader subject was change – vast, multidimensional and epistemological.

Another important aim of this study was to be simple, interesting and exciting to the

lay reader or practitioner and differ as such from an intensely technical academic

work; and with that purpose and intent a middle course was taken balancing

between the complex and simplistic. Apart from informing the researcher and the

reader it was perhaps most crucial the participant obtained from it those personally

meaningful insights that precipitate meaningful change.

There remains little doubt that leadership behaviours were different at work and play,

with both participants displaying a marked change. What this study showed was that

the displayed differences were not due to a calmer or more leisurely environment at

‘play’ as one finds while fishing on a picturesque stream or hiking through cool

mountain trails. The environment was not without its stress but it was the somehow

altered cognitive abilities that allowed the stress to be experienced differently – with

an almost wise acceptance that in turn fostered ‘automatic positive organisational

behaviour’.

The style of leadership did not differ very much but its efficacy did; VB displayed a

discernible transactional leadership style both at work and play but he had identified

and employed a more effective approach in the pursuit of his passion. MAK had a

style that could best be described as dramatic-authoritative and although the style


49

did not vary much at play it was distinctly coloured with more paternalistic and

charismatic tones.

The participants were surprised with what the study brought to light pleasantly so

with the positive feedback and perplexed as to the variations considering both

participants were important stakeholders in their respective organisations and were

invested in them personally as well as financially. They readily identified their

recorded office LMX interactions as being ‘low quality’.

What made them treat the hobby project differently?

Attempting to explain these discrepancies, VB was of the opinion that he loved cars

so much that he was in awe of those skilled team members when they were in full

flow producing ‘works of art’ and this acute respect of their ability made him behave

accordingly.

MAK said this was not the case for him as his business was highly technical and his

staff were equally skilled at what they did but it was the thrill of creating as opposed

to buying an object and of its gradually becoming reality that perhaps prompted the

visible behavioural changes in him.

Following a pet curiosity of the researcher, as a side note and not as a part of this

specific paper a leading question was put regarding the benefits of liberating the

child within oneself and of the release of this otherwise suppressed specific kind of

enthusiasm and if they opined an individual however briefly when in this state sheds

anxieties and is more open to learning as a whole.

Both participants responded by saying they were definitely times when they

consciously felt their inner-child emerge and this invariably happened in the pursuit


50

of their passions and though this exposed some vulnerability it strangely made them

more open whether sharing or accepting. This was an interesting finding and calls for

perhaps pointed study of such a state, the attainment of it and the advantages that it

may provide.

As a concluding note the act of ‘play’ that one may indulge in and pursue with

passion becomes fertile ground which when irrigated and cultivated properly yields a

multiple harvest. The hobby or the passionate interest that one may pursue then is a

vast training ground that has more benefits than immediately meet the eye –

But this we have known.

Play then is so much more than play while work....well; is work.

Why have you exerted yourself? What have you achieved?

You have made yourself weary for lack of sleep,

You only fill your flesh with grief,

You only bring the distant day (of reckoning) closer

Mankind’s fame is cut down like reeds in a reed bed.

- Epic of Gilgamesh, 2nd millennium BC


51

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Captain, Crew & Craft

Question to followers:

To which side would you say the ba

1. Visible Moods

2. Attitude

3. One word description of _

Question to leaders:

Would you rate this LMX as High or Low Quality?

Annex

To which side would you say the balance tilts?

Positive Negative

Attitude Cautious Risk

One word description of _

Would you rate this LMX as High or Low Quality?

A. Nadeem

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Positive Negative

Cautious Risk-Taking


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Nissan Skyline R32 Gtr ‘Godzilla’


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Bosozoku ‘Shakotan’ style

Documents

Captain, Crew & Craft A. Nadeem - INSEAD · Captain, Crew & Craft A. Nadeem 9 as per the original schedule and for the specific event it was intended; it continues to intensify later