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Alfred Anate Mayaki

Exploring Democratic Approaches to Leadership and Management

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Edited by Alfred Anate Mayaki, Sunday, 4 Feb 2024, 16:11

According to Dr. Teresa Bejan of Oxford’s Department of International Relations, in Ancient Greek democracy, Isegoria (Bejan, 2017is often used to describe the equal rights of citizens to participate in public debate in the democratic assembly. Why is the concept of Isegoria important to an HR academic? It is important because it is a critical attribute in democratic forms of leadership. Furthermore, in what Revd. Dr. William Lamb (2021) also of Oxford University refers to as a ‘spiritual exercise’ as opposed to a ‘rhetorical device’ another form of free speech is mentioned. Parrhesia or ‘expressive freedom’ is witnessed most visibly during Jesus's spoken interaction with the Pharisees and Sadducees in the Gospel according to Matthew. How does this famous instance affect our view of democratic forms of leadership?

In the words of Collinson et. al (2018), where the Raelinian notion of Leadership-as-Practice (L-A-P) or ‘Leaderful’ practice is referenced to define the norms of ‘democratic tradition’ as enshrined and embedded in practice, or demokratia per se[1], Collinson explains that Raelin is referring to ‘participatory’ and ‘deliberative’ process. In this view, leadership is democratic and "holds an inherently positive connotation associated with certain democratic norms of equality and freedom to participate”. These are the 4C’s that constitute Raelin’s model of L-A-P: Compassion, Collaboration, Collectiveness and Concurrency.

What we refer to as leadership, in theory, can be impacted in a variety of ways by team dynamics. According to a 2023 article published online by management consultancy firm, Bain & Company, entitled, “At the Top, It’s All About Teamwork”, there is a notion that “effective teams” exhibit what the article refers to as ‘collective behaviours. As an example of the application of this form of leadership to teamwork, Benjamin Higgens, MD of Human Resources at Société Générale Group, one of France’s largest corporate and investment banking institutions by AUM, featured in a 2023 article published by The People Space, demonstrating how the bank’s collaboration with a leading workplace culture and behaviour consultancy led to a 'participatory engagement' which included 89% of its current workforce in London. 

The article demonstrates how through authentic inclusion, potential agents of change, senior leaders, and other employees, were able to acquire knowledge on effective decision-making and behaviours. How does this link back to the democratic concepts of Isegoria and Parrhesia? I may go into that linkage in more depth later in another Open blog. But for now, I thought I'd share these references and articles on the topic as a formal introduction.

References

1.       Bejan, T. M. (2017) ‘Dr Teresa Bejan writes about the two clashing meanings of freedom of speech‘, University of Oxford – Available at https://www.politics.ox.ac.uk/news/dr-teresa-bejan-writes-about-two-clashing-meanings-free-speech (Accessed on 26 January 2024)

2.       Collinson, D., Jones, O. S. and Grint, K. (2018) ''No More Heroes’: Critical Theories on Leadership Romanticism’, Organisational Studies, 39(11). pp. 1625-1647 [Online] (Accessed on 26 January 2024)

3.       Foucault, M. (1983) ‘Lecture 6: Discourse and Truth: The Problemitization of Parrhesia’, University of California at Berkeley

4.       Gan, X., Jia, J., and Le, Y. (2023) ‘Transforming Vertical Leadership into Shared Leadership in Infrastructure Project Teams: A Dual-Pathway Perspective’, Engineering, Construction and Architectural Management [Online] (Accessed on 26 January 2024)

5.       Raelin, J. A. (2003) ‘Creating Leaderful Organisations: How to bring out leadership in everyone‘, Berret Koehler Publishers [Online] (Accessed on 26 January 2024)

6.       Revd. Lamb, W. (2021) ‘Parrhesia, Openness, Boldness and Accountability’, Vacation Term for Biblical Studies 2021 [Online] (Accessed on 26 January 2024)

7.       Womack, K. (2020) ‘A Study of Leaderful Practice in Church Organizations’, University of New Hampshire Scholar’s Repository – Available via https://scholars.unh.edu/cgi/viewcontent.cgi?article=1052&context=ms_leadership (Accessed on 26 January 2024)


[1] 'Demokratia' is the Grecian concept analogous to modern Western democracy

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This post was written by Alfred Anate Mayaki, a student on the MSc in HRM, and was inspired by an Organisational Studies article written by Collinson et.al. (2018) entitled 'No More Heroes’: Critical Theories on Leadership Romanticism

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Alfred Anate Mayaki

On The Value of Telecommuting and Flexible Work

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Edited by Alfred Anate Mayaki, Monday, 20 Nov 2023, 13:50
Over the weekend, I informed one of my tutors that Société Générale once came out with a company report produced by a working committee of influential multi-departmental actors across the Group, which measured approaches to workforce planning at the start of 2020 when the lockdown began which noted that the average number of remote working days in the UK was 11 days per year. The report also noted that from 1 June 2020 – 30 June 2020, “the working group focused on listening to employees and reporting their input in an open and flexible way to enable everyone to express their feelings freely.”

Now, outside of Investment Banking, more generally, I have been impressed by the approach to institutional critique on white privilege, which Prof. Kalwant Bhopal from the University of Birmingham has been influential in sharing. This has inspired me to read the article by Abedi et. al. (2021) where the authors suggest poverty, and in particular Medicaid eligibility, had a strong correlation with the COVID-19 mortality rate in various US states. I was surprised because the health consequences of COVID-19 for those in certain parts of the United States were clear to observe from the article.

Accordingly, for many front-line professions (nursing, ride-hailing, and public sector work) critical race theory is useful in encountering the experience of both black working-class workers and low-income immigrants, particularly caregivers. This is of significant interest to the informed strategies of management through crisis, or what I discovered is referred to by Collings (2021) as “work context” (i.e. hybrid or flexible forms of work).

Collings (2021) cite Wright and McMahon (1992) early on in their paper stating that “They argued that the domain of strategic HRM encompassed ‘the determinants of decisions about HR practices, the composition of human capital resource pools, the specification of the required human resource behaviours, and the effectiveness of these decisions given various business strategies and/or competitive situations'" (Wright and McMahon, 1992, p. 298). Société Générale’s report demonstrates to a degree how important HRM was as a factor during COVID-19’s lockdown, but also how management through crisis is an interdepartmental responsibility, not just that of Human Resources.

As I mentioned earlier in my blog, there is a necessary component called ‘context’, that adds insight into the value of interdepartmental collaboration. Context allows us to see the bigger picture. I am not saying academia seems to misunderstand HR and its function in practice, rather, I am saying context is such a necessary term that I often find it has a plurality of consequences and interpretations in the literature (Johns, 2006) which can be used to critique the conclusion to Collings et. al. (2021) in rhetoric at least, if not in an obscure reality.

References

1.     Abedi, V., Olulana, O., Avula, V., Chaudhary, D., Khan, A., Shahjouei, S., Li., J. and Zand, R. (2021) “Racial, economic, and health inequality and COVID-19 infection in the United States”, Journal of Racial and Ethnic Health Disparities, 8(3), pp. 732–42.

2.     Collings, D.G., McMackin, J., Nyberg, A.J. and Wright, P.M. (2021) ‘Strategic human resource management and COVID‐19: Emerging challenges and research opportunities’, Journal of Management Studies. Available at: https://doi-org.libezproxy.open.ac.uk/10.1111/joms.12695 (Accessed: 19 November 2023)

3.     Johns, G. (2006) "The Essential Impact of Context on Organizational Behaviour", The Academy of Management Review, 31(2), pp. 386–408

4.     Société Générale Report: Future of Work: ‘Building a new work experience together at Société Générale’, July 2020 – Available at https://www.societegenerale.com/sites/default/files/documents/2020-10/future_of_work_livre_blanc_va.pdf

5.     Stuart, M., Spencer, D. A., McLachlan, C. J., Forde, C. (2021) “COVID-19 and the uncertain future of HRM: Furlough, job retention and reform”, Human Resource Management Journal, 31(4), pp. 904-917

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This post was written by Alfred Anate Mayaki, a student on the MSc in HRM and was inspired by a Forbes article entitled: "Companies with flexible remote work policies outperform on revenue growth: report"


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