Question

The success achieved by Manchester United Football
Club a professional football club based in Old Trafford,
England, between 1986 and 2013, is evident by their 38
domestic and non-domestic trophies.
With the trophies came
scrutiny, the UK and world
media were fascinated by
the leadership at Manchester
United. There were tales of
the manager shouting at players in the dressing room with
such ferocity that it was referred to as the ‘hairdryer treat-
ment’. One journalist recounts, from personal experience,
how this treatment was not reserved just for the players! His
high expectations were not restricted to the football pitch.
When the Captain openly criticized his teammates in an in-
terview, his contract was terminated. While these make good
headlines, they do not comprise the whole story.
Is it really possible to lead an organization so effectively
for over a quarter of a century just by having the loudest voice
and a fearsome reputation? How did Alex Ferguson, the man-
ager of Manchester United F. C. for those 26 years, lead his
team so effectively?
When Ferguson joined Manchester United in 1986 he
had very definite ideas of how he was going to build his club.
Planning for long term success, he set about changing the very
culture of the club—no small task. He tackled a damaging
drink culture head on and encouraged a strong work ethic, be-
ing the first into the office and last to leave. To increase the
players’ feeling of commitment and belonging he insisted that
when representing the club they should dress as Manchester
United, wearing blazers displaying the club badge. These
things all contributed to his vision.
The club’s former chief executive David Gill compared
Alex Ferguson to Steve Jobs. And there are some obvi-
ous similarities. Both men were driven, determined, often
terrifying, and ultimately extremely successful leaders in
highly competitive arenas. While Jobs had an unapologeti-
cally blunt and aggressive approach, Ferguson would vary
his managing style—shouting at some players and taking a
different approach with oth-
ers. This could appear to be
an arbitrary and inconsistent
approach but was actually a
conscious choice made by a
manager who really knew his players and understood how to
get the best out of each one. When it was necessary to instill
discipline in players, to ensure a positive working relation-
ship, Ferguson would deal with the issue immediately and
move on.
Ferguson knew the importance of detail. As a manager,
knowing the names of your team is obviously essential, but
he understood that the organization was bigger than the team,
learning the names of all the support staff and taking time to
talk to them. One interviewer commented that by the end of a
filming session Ferguson had learned the name of the film crew
and was happy to converse with them whilst sharing a bottle of
champagne.
In 2014, Ferguson took up a teaching post in executive
education with the Harvard Business School, and his book
‘Leading’ was published in 2015.77

Discussion Questions
12-19 What leadership theories do you feel Ferguson’s actions sup-
port?

12-20 What leadership traits can you see being demonstrated in the
case?

12-21 To what degree has emotional intelligence played a part in
Alex Ferguson’s success?

12-22 What do you see as the possible problems of varying the lead-
ers

Answer 1

The leadership style of Ferguson is tough and aggressive with high commitment and ethical standards from the players. There is high regard for the leader as a disciplinarian and the focus is to prove the leadership style as working. The leadership theory is authoritarian with affirmative action and fulfillment of goals and mission. The leadership theories reflect are behavioural and trait theory. There is partial fit for traits theory even though it is depended on great man theory. Alex Ferguson applied his leadership style in the team he managed and asked the payers to have faith in him even when the team was failing. He has a strong achievement drive trait and won league cup after losing the previous season. He is energetic and sets example for his team by showing his dedication. There is honesty and integrity trait and autocratic leadership. He has the desire to control everything in the club from transfers, hiring, practice session. He is a disciplinarian and has democratic style as part of behavioural theory got keeping the motivation of the players at check.

The leadership traits reflected here are self confidence that helped him push the team and believe in it even though people were demanding it's dismissal. The other trait is communication skills which he used for influencing the attitudes and actions of people. The other important traits of team development and high standards helped for creating strong foundation along with honesty and integrity.

Emotional intelligence has played an important part in this case by helping him influence people in a better way. The other needs of people could be sensed along with empathy. He dedicated his time to the team members and valued them

The possible problems with varying the leaders is obstacle with demonstrating essential leadership style. It creates challenges for the followers to follow one leader and it creates trouble to fulfill the objectives.