The intermediate leader pulled in two directions: in concert a leader to some and a follower to others

This thesis explores an important yet underexplored aspect of leadership studies, the phenomenon of an intermediate leader, here defined as an individual embodying both roles of a leader and a follower. Whilst these two roles are usually seen as belonging to people interacting with each other, this body of work is innovative in investigating one individual co-enacting both the roles and identities of leader and follower, as he/she connects different leadership relationships. This exploration starts with a broad research question: how do intermediate leaders enact both roles effectively? This thesis provides some answers by presenting three separate papers, each focusing on a separate study. Paper 1 reviews previous literature categorizing the tensions faced by intermediate leaders. It introduces the leadership triad, formed by an intermediate leader, his/her leader and his/her follower as a promising area of enquiry. It then contributes a theoretical dynamic model of coenactment, through which intermediate leaders balance the tensions by embracing both leader and follower self-concepts as mutually important. Paper 2 and 3 are both based on longitudinal, inductive, qualitative studies, focusing on leadership triads in large financial organizations. Paper 2 unveils the practice of skip-level leadership, whereby the intermediate leader’s sensemaking is bypassed by meaning formed in a direct leadership relationship between his/her leader and his/her follower. It reveals the disruptive effects that this can have on intermediate leaders’ identity. Paper 3 explores authentic leadership from the perspective of intermediate leaders, who face two separate audiences, their boss and their teams, often embracing contrasting interests. This paper contributes a model of ‘bounded authenticity’ in leadership, revealing tactics used by intermediate leaders to be authentic amidst organizational-, relational- and individual-level barriers to authenticity. The overarching contribution of this thesis is to expose the interconnectedness of the roles of leader and follower, highlighting how the enactment of one informs the enactment of the other

Harnessing shared identities to mobilise resilient responses to the COVID-19 pandemic

Shared social identifications (family, community, nation, humanity) predict normative actions and psychological well-being, and can be invoked discursively by leaders to mobilise their followers. We illustrate the potential for harnessing shared identities to mobilise resilient public responses against COVID-19. Study 1 explored which patterns of social identification predicted protective behaviours (personal hygiene, physical distancing), prosocial actions (helping proximal and distal others), and psychological well-being (mental well-being, depressive symptoms, anxiety), among 560 UK adults surveyed during lockdown. Study 2 contrasted Prime Minister Ardern’s use of identity-based rhetoric to mobilise New Zealanders, with Prime Minister Johnson’s use of individualistic appeals to the UK public. Our findings suggest how political leaders might beneficially use social identities in communications about extreme events

Cultural change in the FCA, PRA & Bank of England: Practising what they preach?

Our report examines how the culture of the financial regulators contributed to the financial crisis. It assesses the actions taken by the UK’s financial regulators to change their culture. It identifies the progress which has been made and the barriers encountered. To gather information we interviewed current and former staff at the regulators together with stakeholders from large and small financial institutions, consumer and SME groups and regulatory experts. The report includes the reactions from staff at the regulators to the cultural change programmes and the perceptions of external stakeholders

How hyperflexibility can benefit - or burn out - your team

We are witnessing a new HR trend: unlimited or forced paid time off (PTO), also known as unlimited vacation or, on the other side of the pond, holidays. The London stockbroker Finncap recently announced they will force their employees to take at least four week of vacation, as a consequence of a difficult year that forced employees into longer hours. Spill, a start-up providing online counselling, asked all its employees to take 2 weeks off at Christmas and, further, launched a holiday pledge to incentivise leaders to role-model positive behavior by taking time off to rest and combat burnout. Consulting firm Deloitte will provide unlimited flexibility on PTO as well. For firms like Deloitte, these policies have become part of their employers’ brand, demonstrating an extreme shift into flexible working. Unlimited PTO consists of giving employees freedom to choose the amount of time off they can take in a working year, and to give them the autonomy to choose (in coordination with colleagues) when to take it. Crucially, these policies rely on organizations trusting their teams that work will continue to be done under the frame of maximum flexibility. Forced time off, by contrast, stems from the fact that some employees take too little time away to release the pressure-- in which case, there is no other option than forcing them

The future of the business school: finding hope in alternative pasts

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