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Summary Articles Leadership in Organizations 2019

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  • Module
  • Leadership in Organizations (BKV54)
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  • Radboud Universiteit Nijmegen (RU)

Summary of the articles for the course Leadership in Organizations (2018/2019): -Alvesson, M., and Svenningsson, S. (2003). Managers doing leadership: the extra-ordinarization of the mundane. -Brinson, S.L. and W.L. Benoit. (1999). 'The Tarnished Star. Restoring Texaco's Damaged Public Image'. ...

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  • June 28, 2019
  • 37
  • 2018/2019
  • Summary

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  • articles
  • bkv54
  • leadership in organizations
  • summary

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  • Radboud Universiteit Nijmegen (RU)
  • International Business Administration
  • Leadership in Organizations (BKV54)
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Summary Articles Leadership in Organization

Brinson & Benoit; The Tarnished Star- Restoring Texaco’s damaged public image

History

For many years Texaco’s public image was; a scrupulous, upright and responsible company. By the
spring of 1996, Texaco launched a new campaign to create a more modern public image to become
attractive to a specific consumer group, including young African American drivers. However, this
campaign led to an unintended image; racism

 African Americans were boycotting the company

 Texaco accused of racism

Even more troubles after Lundwall releasing a secret tape which recorded a conversation between
Lundwall and three other executives. Examples: ‘’black jelly beans’’ who were ‘’glued to the bottom
of the jar’’, mentioning problems with Hanuka and Kwanzaa, ‘nigger’. They also talked about plans to
destroy evidence that might help the plaintiff’s lawsuit (afro-americans).

dozens of articles in newspapers + magazines

The publicity was widespread and intensively negative. Texaco’s response defined the corporate
culture in the mid 1990s.

Literature review; image restoration discourse

Benoit; 5 general options for self-defence

1. Denial
2. Evading responsibility; reduce responsibility for wrongdoing
3. Reducing offensiveness
4. Corrective action
5. Mortification

The defence process

 Evolution over time
o Firstly; existence of problem qualified + promising corrective action
 ‘if the accusations are true’
o Secondly; groundwork for shifting the blame + separation strategy
 ‘good employees follow the policy, bad employees might not’
o Thirdly; problem is acknowledged + corrective action will be taken
 Desire to ‘heal the painful wounds’ caused by ‘reckless behaviour’
 ‘few rotten apples’ in the company (separation)
o Fourth; mortification
 Expressing regrets; ‘root out such painful behaviour’
o Fifth; explicitly naming 6 corrective actions + punishing the involved employees




1

,Results

 His image repair + acknowledgement of the accusations clearly evolved over time which is
logical since they had to know the existence and nature of the problem before taking action.
 No differences between the messages for Texaco employees and the messages for the public
(all messages were posted on corporate website, so they might have done this to be
consistent and prevent from people thinking that they communicate differently to the public
 Texaco settled the lawsuit
 Fundamental approach to attack the racism; ‘We are a terrific company (bolstering), we will
not tolerate discrimination in the future (corrective action), we are sorry (mortification), and
any wrongdoing was performed by a few bad apples (shifting blame)
o These strategies + settlement was very effective, after a few weeks the bad publicity
and boycotts disappeared.
o The sale didn’t drop intensely (1997) back up again
 It was unusual to hear the executive respond directly and responsible

2

,Implications for future crisis communication

 Immediate and responsible reaction
 Apologizing for mistakes
 Report plans to prevent from recurring the problem
 For separation to be effective, 3 conditions crucial
o Company should establish that employees violated the company policy
o The bad apples should be symbolically AND physically be separated from the
company
o The company should take actions to discourage future violations of policy

Conclusion

 Effective crisis communication by using; bolstering, corrective action, mortification + new
forms of shifting the blame; separation
 The settlement of the lawsuit also contributed to the effectiveness of the image repair


Alvesson & Sveningsson- Managers doing leadership; the extra-ordinarization of the mundane

Introduction

It is the leader’s ability to address the many through the use of charisma, symbols and emotional
devices, the ambition being to arouse and encourage people to embark upon organizational projects

Leadership is about the manager being active and powerful; the leader acts, the follower responds

Frequently made distinction: leadership/ management

 ‘The function of leadership is to create change while the function of management is to create
stability’
 ‘Leadership creates new patterns of action and new belief systems’

Definition of leadership: being about ‘voluntary’ obedience. There are assumptions of harmony and
convergence of interest, the leader seldom uses formal authority or reward/punishment in order to
accomplish compliance.

Little attention in literature to mundane aspects of managerial work and leadership.

 Mundane activities, especially listening, are very important things to do for managers in
knowledge-intensive companies
 The level of authoritarianism and asymmetry in social relations is low in knowledge-intensive
companies

Definitions management

 Mintzberg about management: ‘controlling, coordinating and directing’
 Kotter ads: ‘it is more formal and scientific than leadership’
 Fagiano: managers are those ‘multiplying effectiveness of… superiority by getting others to
carry out instructions’.
o Management is frequently related to creation of stability, structure, systems and
bureaucracy
o Leadership is related to visions, cooperation, networking, teamwork, creativity and
inspiration


3

, Definitions Leadership

 Mintzberg about leadership; ‘inspirational’ and supportive’
 Kotter; emphasizes the formulation of ‘vision’ as central
 Fagiano; leaders help others do the things they know need to be done in order to achieve the
common vision
 Dubrin; producing change and releasing innovation and development

Characteristics Leader VS Manager

Leader Manager

visionary rational

passionate consulting

creative persistent

inspiring Though-minded

innovative analytical

courageous structured



Listening

 Required for effective leadership
 Make subordinates feel more favourable
 Make them feel better having discussed problems
 Less resistance to change

The study

 Knowledge intensive company
 Byoteck in the life sciences sector, main focus on R&D
 Interviews with middle or senior middle-level managers, project managers and researchers
 Organizational culture; autonomy, network building, interest in knowledge, symmetrical
relations across formal hierarchies.
 No fixed questions
o People were asked to talk about their work, and when they started to address
leadership, what they thought leadership meant in practice.
 In interviews managers talked of leadership as conveying and formulating visions, strategies
and overall guidelines, but when asked to specify the practice notions of visions and
strategies they failed.

Managers doing leadership

 Listening, chatting and being cheerful have been mentioned as important to
leadership, this sometimes implies that managers possess a special form of expertise
in carrying out these activities.
 The interest of this study is to understand the ideas and orientations of those being
studied, of how leadership is constructed.


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