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Extensive I Interviewer:over you? Partner: NotInterviewer:power over Partner: I do
The CEO anDirectors, Elot of those coordinatingthink we neecoordinationsure that coorganizationnot managinkind of thing So it’s not ait’s about (legiving peopnobody has
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CONTEXT:
Individual A
Does anyon
t as far as I’m Does anyonyou? on’t think so.
nd ChairmanExecutive Com
positions areg or communed supervisinn and about gohesion is insn, but definiteng, not policig. (B29)
about followineaders) enable outlets…. to follow any
ny is not basne else whatengineers ore designing t
business starclient who ha
e solved. Andabout this proer for that jobyone else’s bt to do, or hoproblem. (D2
Ca
PROFESSIO
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ne have powe
m concernedne think they
(A8)
n, Board of mmittee etc. e really nicating - I dong. It’s more guiding or maside the ely not controng - no not th
ng in that senbling and direBecause frayone. (C9)
sed on anyont to, as if therr any other limthe jobs. … Trts at the otheas a problemd the consultaoblem becom. And then it usiness to te
ow to go abou25)
ass Centre for P
21
ONAL SERV
Con
er
no. have
The that throhappinflupoworga
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Professional Ser
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ntingent Man
interesting tyou find thatugh other pepen by essen
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nk we recognition in the fir
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at we all love
experience oou stop refresexperience isa license to lvices but it acup. We’ve sems stop follow
not clear whabiguous circlere important tar. (D28)
rvice Firms – Wo
nagerial Aut
hing in this rot you can’t ac
eople… You cntially workin
o in turn influeerent meaninA7)
nize that anyrm is in a serartners ask ywhere we ne– I’m your seme in this roleand focus on to do best. (
of authority isshing it. I thins that you caead from aboctually has toen people gewing them. (C
at it looks likee of partners,than others, b
orking Paper 01
thority
ole (of Seniochieve anythcan only mak
ng with this gence the wideng I think to o
yone in a leadrvant leadersyou to do … Sed to go fromrvant leader e I’m more thclients becaB8)
s that it lasts ank of it as a licn, for a very ove in profes
o come from yet killed very C1)
e at the top. T, and some pbut this is an
12 ‐ 2014
or Partner) is ing except ke things roup (of key er group, so
other
dership hip role. It’s So I’m happym (the and frankly i
han happy jususe that’s
about an houcense to leadlimited time,
ssional your peer quickly if the
There is this partners are ything but
y
f st
ur d.
eir
What th
three se
environ
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is implic
leader b
The sec
tension
leaders
underst
political
PRACT
THROU
Our ana
necess
is this w
precond
Yo
bu
hen are the
ections exa
nment of ex
were strong
cit and is a
by your pe
cond leade
within the
ship practic
tood intuitiv
lly whilst ap
TICE 1: GA
UGH MARK
alysis dem
ary first to
which enab
ditions for b
ou always
usiness you
e implicatio
amine the t
xtensive ind
gly present
a requireme
ers: gainin
ership prac
partnersh
ce is covert
vely by ind
ppearing a
AINING AN
KET SUCC
onstrates t
gain the re
bles a profe
being perc
generate r
u will alway
Ca
ons for lead
three leade
dividual au
t in all four
ent for bein
ng and reta
ctice is ove
ip: enabling
t, denied o
ividuals ide
apolitical.
ND RETAIN
CESS
that, in ord
espect of y
essional to
ceived as a
respect if y
ys generat
ass Centre for P
22
dership pra
ership prac
utonomy an
the cases
ng accepte
ining legitim
rt, clearly u
g autonom
r at least n
entified by
NING LEG
er to gain a
your colleag
have visib
a potential l
ou are a "h
te respect.
Professional Ser
actices in s
ctices ident
nd continge
analyzed.
d (and in s
macy to lea
understood
my whilst re
ot acknow
their peers
ITIMACY T
and retain
gues throug
bility and in
eader. As
heavy hitte
(A13)
rvice Firms – Wo
uch a cont
tified as dis
ent manage
The first le
some cases
ad through
d as coexis
etaining con
wledged exp
s as effecti
TO LEAD
legitimacy
gh your pro
fluence, bo
one intervi
r". If you b
orking Paper 01
text? The fo
stinctive to
erial autho
eadership p
s elected)
h market su
sting in a dy
ntrol. The t
plicitly but
ive leaders
y to lead, it
ofessional
oth necess
iewee expl
ring in lots
12 ‐ 2014
ollowing
the
ority and
practice
as a
uccess.
ynamic
hird
s: acting
is
work. It
sary
lains:
of
In all of
most im
lead. Ta
f the cases
mportant an
able 3 pres
s in the curr
nd fundame
sents a sel
Ca
rent study,
ental requi
ection of re
ass Centre for P
23
success in
rement for
epresentat
Professional Ser
n the mark
r gaining an
tive quotes
rvice Firms – Wo
ketplace em
nd retaining
from all ca
orking Paper 01
merges as b
g the legitim
ases.
12 ‐ 2014
by far the
macy to
Fir
m A
Pathe Onpe I thbecclie
Fir
m B
LeaI nepa YoyouYoon Evaropeopra
Fir
m C
Toas or adv ThthrrelaTh I'vehaveasof goowo
Fir
m D
Thcommato … Ththe Whcon(D
GAINING
artners tend toey respect as
ne of the reasrceived to be
hink a lot of thcause those ent and so onadership in tecessarily harticularly resp
ou can't be a ur colleagues
ou have to haly propose b
veryone on thound the partople who areactice. (B2) be the persoChairman, ywhatever it isvancement. (
ey earn the rrough enhancationship thaey have the
e dealt with sving won thasiest one eithmajor client)od partner. Y
ork. (C18) e role of the mpany. Hereanagers in anbecome a suget you to do
ose who are ey are good t
hat is particunsultants. An12)
& RETAININ
o want to be s business ge
sons I think we a successfu
he leadershippeople have
n and in the ehis firm is a fave been thepected as a c
leader withos as a succe
ave a demonsut also dispo
he global ExCtnership, youe perceived w
on who actuayou've got thes, that's what(C7)
right to get incing the valuat we didn’t hrespect of th
some of our mat. I'm also sther. And, eve. ...So if I put
You know, on
manager is, e, I’d say, theny sense. Rauccessful cono fun things.
leaders in thtax lawyers. (
lar of the orgnd they contin
Ca
NG LEGITIM
led by partnenerators. (A
why people wul Banking pa
p in a firm is e the credibiliend all that wfunction of one best consultclient relation
ut having cressful client estrated track
ose. (B27)
Com has alreu would not ewithin the firm
ally runs somere because t people resp
nto one of thoe of the partnave before, oe partners be
most difficult ill currently then now I’ve bt my little egone of the top
in this busine leader playsather it is the nsultant. GooAnd earn a l
his organizati(D5)
ganization is tnue consultin
ass Centre for P
24
TABLE 3
MACY TO LEA
ers and in faA14)
were happy toartner… I ran
linked to youty, those peo
we do is ultimnes credibilitytant in our firnship person
edibility as a xecutor, I dorecord of ha
eady been anexpect an eyem as being ve
mething: eitheyou've been
pect first and
ose positionsnership becaor won a majecause they’
audits. So I'vhe partner onbecome heado hat on for apartners, I su
ess, less imps a bigger rolclearly shinin
od, successfulot of money.
ion are not th
that those whng on a full ti
Professional Ser
AD THROUG
ct they tend
o have me asn a lot of our
ur practice anople are in th
mately directey as a profesrm but I’m res – without tha
practitioner ion't think youraving delivere
n office leadeebrow to be rery strong pe
er runs a func outstandingforemost in
s through ... dause they’ve jor piece of w’re recognize
ve been the n (name of md of the audita moment I wuppose, and
portant than ile … That is,ng people whul tax consult. That’s what
hat because
ho become leme basis eve
rvice Firms – Wo
GH MARKET
to want to be
s Senior Partkey relations
nd the positioe market, the
ed towards clssional, in whspected as aat I cannot le
n this firm. Sr proposals ced, of being s
er. And they'reraised at theierformers in t
ction, runs a with clients. our firm. So
doing fantastieither develo
work and doned for doing th
partner on (nmajor client) a
practice; I'mwas sort of, yo
one that can
in for exampl people who
ho, in their watants who sht we ultimatel
they are goo
eaders are then though the
orking Paper 01
T SUCCESS
e led by partn
tner, becauseships and so
on in the marey actually knients. (A1)
hat we do – I a professionaead. (B11)
So if you're nocarry as muchsomebody wh
e people whor appointmenheir market o
service line, Whether it'sthat's the key
ic stuff with coped a client ne that consishat. (C14)
name of majoand that's not
m just going oou know, seen get out ther
le a manufacdon’t have to
ay of being, sow a way of ly want to do
od leaders bu
hose who areey are mana
12 ‐ 2014
ners who
e I was on. (A7)
rket now the
don’t think al and
ot seen by h weight. ho cannot
o generally nt - the or in their
or ends up s leadership y to
clients,
stently...
or client) t the
onto (name en to be a re and win
cturing o be show how being that
o.(D25)
ut because
e good gers.
Market
“outstan
icing on
as bring
establis
W
retainin
such as
importa
Le
an
on
re
Yet, as
‘technic
significa
work in
2004). S
image o
ways, th
as succ
are mor
success is
nding with
n the cake.
ging in wor
shed clients
While succe
ng the legiti
s quality of
ant.
eadership i
nd you nee
nly way you
espected by
demonstra
cal’ profess
ant indicato
general is
Showing m
of the comm
hen, marke
cessful in s
re than jus
s about “be
clients” (C
” (A4). Tha
rk, either by
s or by ope
ss in the m
imacy to le
f advice an
in a firm th
ed to be cre
u can be cr
y your part
ated in Tab
sional com
or of fitnes
s ambiguou
market succ
mitment to
et success
selling work
st highly sk
Ca
eing strong
C7) and “ea
at is, marke
y winning s
ening up en
market is th
ead, the mo
d ability to
at is based
edible vis-à
redible is if
tners. (B15
ble 3, mark
petencies.
s for leade
us and the
cess in term
o the firm a
comes to
k, aspiring
illed techni
ass Centre for P
25
performer
arn(ing) a lo
et success
substantial
ntirely new
he most fun
ore ‘technic
delivery ex
d on profes
à-vis your c
f you are e
5)
ket success
Why is thi
ership? One
results diff
ms of e.g.
nd its value
symbolize
leaders de
icians but h
Professional Ser
rs in the ma
ot of money
is defined
and high-
w areas of b
ndamental
cal’ aspects
xemplary s
ssional valu
co-partners
xercising t
s ultimately
s market s
e reasons
ficult to clea
billable hou
es (Alvehu
profession
emonstrate
have a bro
rvice Firms – Wo
arket” (B2)
y” (D25). “E
within thes
profile ass
business.
element of
s of profes
service, are
ues require
s. And in th
he profess
y serves as
success se
may be be
arly evalua
urs provide
us & Spicer
nal proficie
e to their co
ader persp
orking Paper 01
, having be
Everything
se firms pr
ignments f
f gaining a
ssional prac
e also deem
es a lot of r
he long term
sion in a wa
s a litmus t
en as such
ecause prof
ate (Alvess
es an unam
r, 2012). In
ncy. By be
olleagues th
pective of c
12 ‐ 2014
een
else is
rimarily
from
nd
ctice,
med
respect
m, the
ay that is
est for
h a
fessional
on,
mbiguous
many
eing seen
hat they
client
needs a
to comm
Th
ultimate
aspect
success
work ha
worked
colleag
I t
de
th
The gai
has bee
in the p
promote
experie
I d
as
it’,
cla
and, by imp
mercial suc
he partners
ely generat
notwithsta
sful in the m
ard. In orde
hard and
ues.
think that p
ecision ma
ey are goin
ining of leg
en through
past. Comm
ed to posit
ence with a
did more bi
sk people t
, so therefo
assic mista
plication, th
ccess.
s value an
te profits a
nding, ther
market. It d
er to gain le
have made
professiona
king and a
ng through
gitimacy the
it all, and
mercial suc
ions of aut
a less politic
illable hour
to do some
ore they fo
ake of cutti
Ca
he comme
individual
nd reputat
re are also
demonstra
egitimacy,
e the perso
al service p
uthority fro
h. (C2)
ereby take
is willing to
ccess must
thority. One
cally astute
rs than any
ething, you
llow that. T
ng right ba
ass Centre for P
26
rcial acume
partner’s c
ional bene
strong sym
tes to colle
potential le
onal sacrific
practitioners
om someon
s on a very
o do so aga
be mainta
e Firm A pr
e colleague
y other pra
get a lot m
The bankin
ack on his p
Professional Ser
en needed
commercial
fits for them
mbolic asp
eagues tha
eaders mu
ces they w
s … will ac
ne that they
y concrete
ain. But it i
ained. This
ractice hea
e’s.
ctice group
more respe
g guy who
practice an
rvice Firms – Wo
d to lead th
l success b
mselves al
ects assoc
at you know
st show th
will be askin
ccept almos
y think und
embodied
s not enou
continues
ad contrast
p head… I
ct if they th
o's very, ve
nd becomin
orking Paper 01
eir fellow p
because it
so. This pe
ciated with
w what it m
at they hav
ng of their
st unlimited
derstands t
form. The
ugh to have
after being
ts his own
always find
hink ‘well h
ry good, m
ng full-time
12 ‐ 2014
partners
should
ecuniary
being
eans to
ve
d
the things
leader
e done so
g
d if you
e's doing
made a
e
m
do
Showin
firm is v
Howeve
non-par
abilities
Th
in
But eve
a found
to be pr
authorit
PRACT
As note
partner
In
as
anagemen
oing that. Y
ng that you
vital if your
er, market
rtners inter
s. As a part
hey may be
the sector
en if, accor
dation of leg
romoted an
ty.
TICE 2: EN
ed in the in
said, “Fran
essence,
s you do it
nt. And that
You have to
can “still c
colleague
success is
rviewed in
tner in Firm
e the guys
r, but does
rding to som
gitimacy on
nd accepte
NABLING A
troduction,
nkly nobod
nobody int
and delive
Ca
t doesn't w
o be able to
cut it” and d
s are to en
s an imprec
Firm D in p
m C expres
with the be
it actually
me partner
n which ind
ed by their
AUTONOM
, a core as
dy has to fo
terferes reg
r high qual
ass Centre for P
27
work in a fir
o show you
demonstrat
ntrust you w
cise proxy
particular e
ssed it;
est industr
equate to
rs, it is “just
dividuals a
peers to le
MY WHILS
pect of pro
ollow anyon
garding wh
lity. (D24)
Professional Ser
m like ours
u can still c
ting your co
with formal
for leaders
expressed
ry capability
leadership
t credentia
re able to d
ead the in t
T RETAIN
ofessional w
ne” (C9). O
hen you wo
rvice Firms – Wo
s. You do lo
cut it. (A11
ontinual co
authority t
ship capab
discontent
y, they may
p? That’s ju
als”, these c
develop the
he absenc
ING CONT
work is aut
One in Firm
ork and how
orking Paper 01
ose credib
)
ommitment
to lead the
ility. Sever
t with their
y have a b
ust credent
credentials
e informal
ce of forma
TROL
tonomy. A
m D explain
w you work
12 ‐ 2014
ility
t to the
m.
ral of the
leaders’
ig client
ials. (C9)
s provide
authority
l
Firm C
ned:
k, as long
But this
degree
are doin
reputati
appear
some e
anarchi
profess
Ul
that the
perform
ultimate
firm is t
perpetu
autonom
authorit
Pa
sa
th
isn
This me
during t
s comment
of manage
ng the wor
ion of the p
to seek to
extent acco
ies operatin
sional servi
ltimately th
e activities
mance targe
ely one of t
to maintain
uating the p
my whilst r
ty, is summ
artners say
ay ‘it’s chao
e money is
n’t within c
eans that fo
their trainin
about auto
ement supe
rk and doin
partnership
maximize
ommodate
ng on a ha
ce firms.
he leaders
of individua
ets as agre
the most im
n control wh
perception
retaining co
marised by
y ‘you’re to
otic, get tig
s going dow
control of th
ormal man
ng process
Ca
onomy ma
ervision: ho
g it to a su
p? Certainly
it; and lea
this perspe
aphazard b
do exercis
al partners
eed by the
mportant le
hilst minim
of autonom
ontrol withi
the Senior
o tight’ and
ghter’. If the
wn, you ca
he Senior P
nagement is
s, younger
ass Centre for P
28
y be some
ow else ca
ufficiently h
y partners
ders within
ective withi
asis; they a
e a degree
s are aligne
partnershi
eadership p
izing the p
my. This ba
n an enviro
r Partner in
d they say
e money is
an’t do anyt
Partner. (C
s minimize
partners ar
Professional Ser
ewhat dising
an partners
igh standa
espouse th
n the firms
in their rhe
are highly
e of control
ed with the
p. As demo
practices w
erception o
alancing ac
onment of
n Firm C.
‘get looser
going up,
thing. But t
1)
ed. Instead
re to some
rvice Firms – Wo
genuous a
s be sure th
ard to prote
he rhetoric
acknowled
etoric. Yet t
successful
, primarily
strategic g
onstrated i
within a prof
of being m
ct, between
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r’. So you g
you can do
the money
, just as th
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orking Paper 01
as it does im
hat their co
ect the colle
c of autono
dge this an
these firms
l global
around en
goals and
in Table 4,
fessional s
anaged an
n enabling
t manageri
get looser a
o what you
going up o
ey were m
ided by mo
12 ‐ 2014
mply a
olleagues
ective
my, and
d to
s are not
suring
service
nd
al
and they
u like. If
or down
entored
ore
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the info
interest
mechan
D (see
An expe
of expe
respons
I t
ab
th
jus
be
to
enced partn
ormal hiera
ts of the pa
nisms or si
above), in
erienced p
erienced an
sibilities as
think the yo
bout what t
ey will eith
st coming
est out of p
do. So it s
ners that th
rchy, with
artnership a
mply throu
the “profes
partner from
nd less exp
s leaders a
ounger par
the firm is a
her follow o
up with the
people. I th
sort of happ
Ca
hey particu
partners ac
as a whole
ugh encour
ssional com
m Firm A re
perienced p
nd followe
rtners want
as a whole
or not, beca
e prompts a
ink that’s w
pens. (A8)
ass Centre for P
29
larly respe
ccepting co
e, whether i
ragement a
mmunity” th
eflects on t
partners wh
rs:
t you to spe
e doing and
ause it’s no
and ideas t
what they e
Professional Ser
ct. In this w
onstraints o
imposed th
and rhetoric
hey “find so
he distincti
hen it come
end more t
d … to prov
ot telling the
to maximiz
expect som
rvice Firms – Wo
way leader
on their ac
hrough info
c. As put b
ome sort o
ion betwee
es to their
time (than
vide though
em what to
ze the busin
me of the m
orking Paper 01
rship occur
ctions in the
ormal discip
by a partne
of leadersh
en the expe
roles and
them) think
ht leadersh
o do; it’s ac
ness and g
more senior
12 ‐ 2014
rs within
e
plining
r in Firm
ip” (D35).
ectations
king
hip which
ctually
get the
r partners
TABLE 4ENABLIN
Fir
m A
F
irm
B
Fir
m C
F
irm
D
4 NG AUTONO
Enabling A You can’t recan say whahope peoplepeople you who are mothe businesscontrol the c [The Chairmmanagemenright. If I looto do some and it’s not w
One of the tabout the ormuch respowill allow it. have to go aimportant assure that weextent the caorganizationgot? (C6) Most of us kmove towardbusiness anevery partneothers care going to do may interferand so on, tbusiness. (D
OMY WHILS
Autonomy
eally tell peopat you’re goine will agree wcan least tellst important s. Because tclient relation
man’s] classicnt in this firmk at my last tmanagemenworked. (B17
things that I hrganization isnsibility as yoBut they don
and take it. Aspect of leade mine to theapabilities ofn because wh
know what tods common g
nd agreeing oer works, thavery little abosomething s
re, but how ythat’s each aD6)
Ca
ST MAINTAIN
ple what to dong to do and with it ... and what to do afor the succehey are the o
nships. (A17)
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nt stuff in [cou7)
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ership is to m fullest possif the people ihat else have
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ass Centre for P
30
NING CONTR
M
o. You then the are those ess of ones who )
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ROL
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Because we ao have a mocan’t just simbecause you hard earned cand balancesentrepreneur
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’d say part ofsome things bndividual shoasks. If they nstead of on charge for thasomething weno) administrn the sense thierarchies ohings. We do
rvice Firms – Wo
Control
are the size wre regulated ply go off anare deprivingcash. So thes and I think tialism. (A9)
ders…that’s tory and that’shat I expect thugh the globathere was non, they expec
time even thoere do need ed to be tougade on whereing. … knoway no, yes. (C
f the leadersbecome morouldn’t have tdid, they’d sclient work,
at time. It is be can chargerative or orgathat we put ar reporting ston't have tha
orking Paper 01
we are now, set of rules. d do what yog other peopre has to be that stops a b
the narratives exactly whahem to say. Bal financial c
o argument. Wct me to lead
ough all the pto be decisioh things don
e we’re goingwing when yoC14)
hip is to ensure efficient. Eto handle all pend their timand then we
, that’s at I say But when risis, When the . (B33)
partners ons made. e or to invest, u have to
ure that ach routine
me on that cannot ey do we have adership hasis on
d such
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leaders
firms. T
these a
comme
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are commo
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achieve (c
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context of th
eadership is
of happens
present a
to concepts
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rm C demo
ter and cou
rship here
ection, visio
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k with us? (
alking of “s
vague and
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cf. Carroll &
practice (A
ssionals ca
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etting the r
abstract a
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rehearse g
& Levy, 200
Alvesson &
an certainly
not particu
ass Centre for P
31
n interview
ventional vi
“vision” and
notions of
ome intervi
n any organ
number of
on, purpose
rticulate wh
? Why is it
right tone,
and other s
above) are
eneric talk
08). This ki
& Sveningss
y talk the le
ularly clear
Professional Ser
wees are ex
iew of the r
d “direction
leadership
ewee’s sta
nizational c
f things. I t
e that reso
hat is differ
that you a
setting a v
imilarly vag
also comm
k about lead
ind of talk i
son, 2003c
eadership t
r. Thus, som
rvice Firms – Wo
xplicitly ask
role of lead
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p in genera
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context.
hink it is ab
onates with
rent about o
as a client o
vision, (and
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mon. Large
dership and
is, howeve
c; Svenings
talk, what t
me intervie
orking Paper 01
ked about
dership wit
not surprisi
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are indeed v
bout provid
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our firm, w
or partner w
d) strategic
such as “a
ly these kin
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r, difficult t
sson et al.,
this actually
ewees state
12 ‐ 2014
hin these
ing as
lustrative
very
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partners
why would
would
ambition,”
nds of
dership
to enact
, 2012).
y means
e that
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it.
sh
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partner
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subtle p
PRACT
The las
is implic
apolitica
appear
profess
behavio
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abhorre
profess
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how them t
oblem, how
s as interfe
is maintai
political ski
TICE 3: INT
st of the thr
cit and Pra
al, is cover
to be apol
sionals with
or. The sub
ted as thre
ence of pol
sed belief th
ple here are
are. They d
there was a
wever, is th
ering with t
ned in sub
lls.
TERACTIN
ree practice
actice 2 is o
rt. In order
itical (acco
hin the firm
btle and co
ee distinct b
itical beha
hat effectiv
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e crying ou
do what the
a better wa
at such ov
their autono
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NG POLITI
es identifie
overt, Prac
to be acce
ording to no
). Yet thes
overt nature
but intertwi
vior, 2) ado
ve leaders
ass Centre for P
32
ut for leade
ey do but if
ay of doing
vert leaders
omy and th
ss obtrusiv
CALLY W
ed is perhap
tice 3, inte
epted by th
otions of po
se individua
e of this thi
ned sets o
option of p
are “above
Professional Ser
rship, you
f somebody
it, they’d f
ship activity
hus be met
ve ways – a
WHILST AP
ps the mos
racting pol
eir peers a
olitical beh
als are in fa
rd practice
of beliefs an
olitical lang
e politics”.
rvice Firms – Wo
know, they
y could ins
follow that.
y could be
t with resis
and, accord
PPEARING
st subtle. W
itically whi
as leaders,
havior as de
act engagin
e becomes
nd behavio
guage and
orking Paper 01
y just don’t
pire them a
(C9)
perceived
stance or d
dingly, this
G APOLITIC
Whereas Pr
le appearin
profession
efined by
ng in highly
clearer if
ors: 1) profe
practices,
12 ‐ 2014
t realize
and
by
isdain.
s requires
CAL
ractice 1
ng
nals must
y political
essed
and 3)
TABLE 5INTERACPart 1: PIf somebdiminishe This firm One of thyou becacorporate I mean ththe firm w[slams haneed to dterms of Part 2: AThe role they ema The prevwere domnumber oinfluencepromises You goveconstituti (One of tedgy andHe had wyou are gsaying) ‘wpulling thPart 3: B(You neein my viepolitical, Sometimis. He’s vsome of player in genuine It’s typicaright thin I think it’spersonalvery brigan analyt
5 CTING POLI
Professed abody has a poed within the
is a structur
he things thaause they doe, because I'
his organizatwho will say fand on table]do along the what they th
Adoption of involves us b
ail us or call u
vious electionminant charaof the more se…. It was alls being made
ern by your mional power t
the candidated challengingworked out thgoing to attrawe’ll knock dheir weight.’(CBelieving effed to be) straew, the best wyou lose a lo
mes my sensevery modest those things that way at aand clean. (A
al of the partng. And so the
s all about tru, this is the vht, very inteltical way, it’s
ITICALLY Wbhorrence oolitical score firm. (B1)
re where crea
t is great abon't want to dom almost co
ion is no diffefrom quite an], ‘do you thinway?’… Andink people wpolitical lanbeing seen aus we have t
n for Senior Pacters within tsenior partnel closed doore to various s
mandate andthat’s given t
es in the elecg of all the cahat in order toact the more jdown some oC3) fective leadeaight with peoway of playinot of the trust
e would be (Sabout it, quitthat might b
all. … it’s simA19)
ners who've ey don't get i
ust… Peopleview, and tholectual, quiet
s quite a cold
Ca
WHILST APPEof political beto settle and
ating enemie
out the firm iso something.mpletely apo
erent to mann early age tonk I’m in the d they’re rega
er peers ackndual’s superiodual establishence relative
ers accept coomy if they ptimately ensu
mercial succes
coalitions andnents, whilst b in best inter
ership.
Professional Ser
Number ofInterviews
34
31
37
42
144
OFESSIONA
nowledge or abilities. hes status to peers.
onstraints on perceive theyure ss.
d marginalizebeing seen arests of
rvice Firms – Wo
f SupData
Obsedocu Docu
Obsedocu Obsedocu
AL SERVICE
ImplicaContext
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InterprepartnersDeliver o
e as
Successcontroveinitiativethis is in
orking Paper 01
porting a
ervations, uments
uments
ervations, uments
ervations, uments
E FIRMS
tions: Organt
e profits of firemployment for colleague
t and implems’ objectives fon election m
sfully implemersial changees. Persuaden their best in
12 ‐ 2014
nizational
rm. and
es.
ment for firm.
mandate.
ment e e partners nterests.
Fir
m A
InteyouPaIntepowPa
Fir
m B
ThExposcomsupaboinscontha
Fir
m C
Soabopeoto f
Fir
m D
Thanyengdesstaproconbecis nthissol
ORGA
Extensiv
erviewer: Dou?
artner: Not aserviewer: Dower over you
artner: I don’t
e CEO and Cxecutive Comsitions are remmunicatingpervising. It’sout guiding o
side the organtrolling, not at kind of thin
o it’s not abouout (leaders)ople outlets…follow anyon
is company iyone else whgineers or ansigning the jo
arts at the othoblem that nensultant findicomes the mnot mine or as person whalving the prob
ANIZATIONA
ve Individua
oes anyone h
s far as I’m cooes anyone thu? think so. (A8
Chairman, Bommittee etc. …eally coordinag - I don’t thins more aboutor making surnization, but managing, n
ng. (B29)
ut following in) enabling an…. Because fe. (C9)
is not based hat to, as if thny other limitobs. … The cher end, with eeds to be song out about
manager for thanyone else’sat to do, or hblem. (D25)
Ca
TAL CONTEX
al Autonomy
have power o
oncerned nohink they hav
8)
oard of Direc… a lot of thoating or nk we need t coordinationre that cohesdefinitely no
not policing -
n that sense,nd directing, gfrankly nobod
on anyone tehere were soed set of peoconsulting bua client who
olved. And tht this problemhat job. And s business toow to go abo
ass Centre for P
50
TABLE 2
XT: PROFESS
y
over
. ve
ThPaacpebykewidme
ctors, se
n and sion is t no not
I thlealeaasof I syohacliebe
it’s giving dy has
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elling ome ople usiness o has a he m then it
o tell out
It’sThanoth
Professional Ser
SIONAL SER
Contingen
he interestingartner) is thatchieve anythineople… You cy essentially wy influencersder group, soeaning I think
hink we recogadership posadership rolek you to do …where we neay – I’m youu don’t want
appy just to bents because
est. (B8)
y experiencebout an hour nk of it as a
xperience is tme, get a liceofessional seme from you
eople get killeop following t
s not clear whhere is this amnd some partnhers, but this
rvice Firms – Wo
RVICE FIRM
nt Manageri
g thing in this t you find thang except thrcan only makworking with s) who in turno power has k to other org
gnize that anition in the fir
e. It’s someth… So I’m hapeed to go fromr servant leame in this roe a partner ae that’s what
of authority if you stop relicense to leahat you can, nse to lead f
ervices but it ur peer grouped very quickthem. (C1)
hat it looks likmbiguous cirners are mor
s is anything
orking Paper 01
MS
al Authority
role (of Senat you can’t rough other ke things hapthis group (o
n influence tha different
ganizations. (
nyone in a rm is in a sering the partnppy to get a vm (the partneder and frank
ole I’m more tand focus on we all love t
is that it lastsefreshing it. I ad. My for a very limrom above inactually has
p. We’ve seenkly if their tea
ke at the toprcle of partnere important tbut clear. (D2
12 ‐ 2014
y
ior
ppen of he
(A7)
rvant ners view ers). kly if than
to do
s
mited n to
n ms
. ers, than 28)
Fir
m A
Pathe Onpe I thbecclie
Fir
m B
LeaI nepa YoyouYoon Evaropeopra
Fir
m C
Toas or adv ThthrrelaTh I'vehaveasof goowo
Fir
m D
Thcommato … Ththe Whcon(D
GAINING
artners tend toey respect as
ne of the reasrceived to be
hink a lot of thcause those ent and so onadership in tecessarily harticularly resp
ou can't be a ur colleagues
ou have to haly propose b
veryone on thound the partople who areactice. (B2) be the persoChairman, ywhatever it isvancement. (
ey earn the rrough enhancationship thaey have the
e dealt with sving won thasiest one eithmajor client)od partner. Y
ork. (C18) e role of the mpany. Hereanagers in anbecome a suget you to do
ose who are ey are good t
hat is particunsultants. An12)
& RETAININ
o want to be s business ge
sons I think we a successfu
he leadershippeople have
n and in the ehis firm is a fave been thepected as a c
leader withos as a succe
ave a demonsut also dispo
he global ExCtnership, youe perceived w
on who actuayou've got thes, that's what(C7)
right to get incing the valuat we didn’t hrespect of th
some of our mat. I'm also sther. And, eve. ...So if I put
You know, on
manager is, e, I’d say, theny sense. Rauccessful cono fun things.
leaders in thtax lawyers. (
lar of the orgnd they contin
Ca
NG LEGITIM
led by partnenerators. (A
why people wul Banking pa
p in a firm is e the credibiliend all that wfunction of one best consultclient relation
ut having cressful client estrated track
ose. (B27)
Com has alreu would not ewithin the firm
ally runs somere because t people resp
nto one of thoe of the partnave before, oe partners be
most difficult ill currently then now I’ve bt my little egone of the top
in this busine leader playsather it is the nsultant. GooAnd earn a l
his organizati(D5)
ganization is tnue consultin
ass Centre for P
51
TABLE 3
MACY TO LEA
ers and in faA14)
were happy toartner… I ran
linked to youty, those peo
we do is ultimnes credibilitytant in our firnship person
edibility as a xecutor, I dorecord of ha
eady been anexpect an eyem as being ve
mething: eitheyou've been
pect first and
ose positionsnership becaor won a majecause they’
audits. So I'vhe partner onbecome heado hat on for apartners, I su
ess, less imps a bigger rolclearly shinin
od, successfulot of money.
ion are not th
that those whng on a full ti
Professional Ser
AD THROUG
ct they tend
o have me asn a lot of our
ur practice anople are in th
mately directey as a profesrm but I’m res – without tha
practitioner ion't think youraving delivere
n office leadeebrow to be rery strong pe
er runs a func outstandingforemost in
s through ... dause they’ve jor piece of w’re recognize
ve been the n (name of md of the audita moment I wuppose, and
portant than ile … That is,ng people whul tax consult. That’s what
hat because
ho become leme basis eve
rvice Firms – Wo
GH MARKET
to want to be
s Senior Partkey relations
nd the positioe market, the
ed towards clssional, in whspected as aat I cannot le
n this firm. Sr proposals ced, of being s
er. And they'reraised at theierformers in t
ction, runs a with clients. our firm. So
doing fantastieither develo
work and doned for doing th
partner on (nmajor client) a
practice; I'mwas sort of, yo
one that can
in for exampl people who
ho, in their watants who sht we ultimatel
they are goo
eaders are then though the
orking Paper 01
T SUCCESS
e led by partn
tner, becauseships and so
on in the marey actually knients. (A1)
hat we do – I a professionaead. (B11)
So if you're nocarry as muchsomebody wh
e people whor appointmenheir market o
service line, Whether it'sthat's the key
ic stuff with coped a client ne that consishat. (C14)
name of majoand that's not
m just going oou know, seen get out ther
le a manufacdon’t have to
ay of being, sow a way of ly want to do
od leaders bu
hose who areey are mana
12 ‐ 2014
ners who
e I was on. (A7)
rket now the
don’t think al and
ot seen by h weight. ho cannot
o generally nt - the or in their
or ends up s leadership y to
clients,
stently...
or client) t the
onto (name en to be a re and win
cturing o be show how being that
o.(D25)
ut because
e good gers.
Fir
m A
F
irm
B
Fir
m C
F
irm
D
You can’t recan say whahope peoplepeople you who are mothe businesscontrol the c [The Chairmmanagemenright. If I looto do some and it’s not w
One of the tabout the ormuch respowill allow it. have to go aimportant assure that weextent the caorganizationgot? (C6) Most of us kmove towardbusiness anevery partneothers care going to do may interferand so on, tbusiness. (D
ENABLING
Enabling Au
eally tell peopat you’re goine will agree wcan least tellst important s. Because tclient relation
man’s] classicnt in this firmk at my last tmanagemenworked. (B17
things that I hrganization isnsibility as yoBut they don
and take it. Aspect of leade mine to theapabilities ofn because wh
know what tods common g
nd agreeing oer works, thavery little abosomething s
re, but how ythat’s each aD6)
Ca
AUTONOMY
utonomy
ple what to dong to do and with it ... and what to do afor the succehey are the o
nships. (A17)
c line is ‘I don’… And I thinthree years,
nt stuff in [cou7)
have always s that you takou want. Andn’t offer it to yAnd I think an
ership is to m fullest possif the people ihat else have
o do anyway. goals for the on those. Butat’s somethingout. Sure, if ypecial, then oou work withnd everyone
ass Centre for P
52
TABLE 4
Y WHILST M
o. You then the are those ess of ones who )
Btocbhae
n’t want nk he’s I’ve tried untry]
Wpawgp
liked ke as d people you, you n make ble n the
e we
AaTdts
Things
t how g that you’re others
h clients ’s
Isintaincsninht
Professional Ser
MAINTAININ
Because we ao have a mocan’t just simbecause you hard earned cand balancesentrepreneur
We’re all leadpart of the stoand that’s whwe went througuess what, tpressure’s on
At the same tare peers, theThere do needecisions mahat sort of thstep in and sa
’d say part ofsome things bndividual shoasks. If they nstead of on charge for thasomething weno) administrn the sense thierarchies ohings. We do
rvice Firms – Wo
G CONTROL
Maintaining
are the size wre regulated ply go off anare deprivingcash. So thes and I think tialism. (A9)
ders…that’s tory and that’shat I expect thugh the globathere was non, they expec
time even thoere do need ed to be tougade on whereing. … knoway no, yes. (C
f the leadersbecome morouldn’t have tdid, they’d sclient work,
at time. It is be can chargerative or orgathat we put ar reporting ston't have tha
orking Paper 01
L
g Control
we are now, set of rules. d do what yog other peopre has to be that stops a b
the narratives exactly whahem to say. Bal financial c
o argument. Wct me to lead
ough all the pto be decisioh things don
e we’re goingwing when yoC14)
hip is to ensure efficient. Eto handle all pend their timand then we