Leadership as an elite field: Scottish banking leaders and the crisis of 2007-2009

Kerr, Ron; Robinson, Sarah

doi:10.1177/1742715010394735

Cited by 37 publications

(47 citation statements)

References 31 publications

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“…For example, there have been pitifully few analyses of the role of leadership in the banking crisis, or serious reflection on how leadership theories may have contributed to it by legitimizing destructive leadership behaviours. Exceptions include Kerr and Robinson (2011) -in this journal. The wider field seems to share this indifference.…”

Section: Asking Important Questions: What We Look For In Submissionsmentioning

confidence: 99%

Some announcements, reaffirming the critical ethos of Leadership, and what we look for in submissions

Tourish

2015

Leadership

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This editorial begins with a number of announcements and then considers how the journal and the community of scholars who edit it, write for it, review for it and read it can continue to collectively move it forward. I hope this gives contributors a clearer idea of the journal's orientation, and in doing so offers some useful insights into how authors might improve their chances of a paper being published in Leadership.We start with news of an editorial transition. Brad Jackson, my co-editor for over the past year, has decided to step down from this role. Brad has been Head of the School of Government at Victoria University since the beginning of 2014. He has concluded that it is impossible for him to do so while continuing to support Leadership in the way that he would like. I want to acknowledge Brad's huge contribution to the journal, thank him for his work and wish him well in his current role. Brad will continue to serve the journal as an Associate Editor. Victoria University of Wellington will continue to serve as administrative host for the journal with Amanda Cunningham acting as our Editorial Coordinator. Now for some better news. I am delighted to announce that Professor Jackie Ford from Bradford University School of Management has agreed to join us as an Associate Editor. Jackie has published frequently in our journal and provided consistently high quality reviews over the years. She joins our excellent team of Michelle Bligh, Richard Bolden, Brigid Carroll, Donna Ladkin and now Brad Jackson. Each of our associate editors will be more directly involved in handling submissions, with responsibility for making final decisions on many of our papers. In welcoming Jackie to the team, I want to thank all of our AEs for their support over the past year. Without them, this journal would not be as remotely well placed as it now is.A reflection of our progress is that we are receiving a growing volume of papers to review. In 2014, submissions increased by 31% on the previous year. Our acceptance rate is 14%. Clearly, many authors have come to see Leadership as a high quality outlet where they are delighted to publish their work. The journal is also attracting more and more readers.

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Section: Asking Important Questions: What We Look For In Submissionsmentioning

confidence: 99%

Some announcements, reaffirming the critical ethos of Leadership, and what we look for in submissions

Tourish

2015

Leadership

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show abstract

“…Walton & Walton, 2010) to understanding the 'mechanisms (used) to ensure that executives respect the rights and interests of company stakeholders, and that those stakeholders are held accountable for acting morally and responsibly for the generation, protection and distribution of wealth invested in the firm' (Aguilera, et al, 2008, p 475;Aguilera & Jackson, in press). It is clear from cases in the UK financial services sector that some companies and executives have failed to act responsibly and/ or ethically in balancing their wealth creation and wealth protection roles, in much the same way as their American counterparts (Davis, 2009;Filatochev, 2005;Kerr & Robinson, 2011;Smallman, McDonald & Mueller, 2010). Moreover, trends in executive pay have resulted in debates over distributional issues, especially over whether extraordinarily high bonuses for senior executives and traders can be ethically and economically justified (Core & Guay, 2010;Filatochev & Allcock, 2010).…”

Section: A Framework For Linking Shrm To Corporate Governance In the mentioning

confidence: 99%

“…It was firmly rooted in the Scottish economy and its executives were part of the Scottish establishment (Kerr & Robinson, 2011), pursuing paternalistic welfare policies toward employees. The model of governance resembled an early version of enlightened shareholder value, with shareholding narrowly held by local private investors, which more or less pertained for 250 years.…”

Section: Rbs Prior To the Gfcmentioning

confidence: 99%

Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM

Martin

Gollan

Grigg

2011

The International Journal of Human Resource Management

150

139

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“…It was firmly rooted in the Scottish economy and its executives were part of the Scottish establishment (Kerr and Robinson 2011), pursuing paternalistic welfare policies toward employees. The model of governance resembled an early version of enlightened shareholder value, with shareholding narrowly held by local private investors, which more or less pertained for 250 years.…”

Section: Rbs Prior To the Gfcmentioning

confidence: 99%

“…to understand the 'mechanisms (used) to ensure that executives respect the rights and interests of company stakeholders, and that those stakeholders are held accountable for acting morally and responsibly for the generation, protection and distribution of wealth invested in the firm' (Aguilera et al 2008, p. 475;Aguilera and Jackson 2010). It is clear from cases in the UK financial services sector that some companies and executives have failed to act responsibly and/ or ethically in balancing their wealth creation and wealth protection roles, in much the same way as their American counterparts (Filatochev 2005;Davis 2009;Smallman, et al 2010;Kerr and Robinson 2011). Moreover, trends in executive pay have resulted in debates over distributional issues, especially over whether extraordinarily high bonuses for senior executives and traders can be ethically and economically justified (Core and Guay 2010;Filatotchev and Allcock 2010).…”

Section: Introductionmentioning

confidence: 99%

Corporate governance and strategic human resources management in the UK financial services sector: the case of the RBS

Martin

Gollan

2012

The International Journal of Human Resource Management

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In this paper, we outline a new configurational framework linking different models of corporate governance to their associated ethical, strategic management and strategic human resources management (SHRM) policies and practices. We draw on this framework to analyze the role played by HRM and leadership in the rise and spectacular failure of the Royal Bank of Scotland, the Scottish headquartered financial services group, which grew to be one of the largest and most successful banks in the work prior to the global financial services crisis (GFC) but had to be rescued by British taxpayers following a failed acquisition during the GFC. Drawing on published accounts and interviews with senior RBS HR staff, we also analyze how a post-crisis shift in corporate governance, ethics and strategy is shaping organizational climate and HR policies at the bank to provide the HR function with a greater opportunity to exercise an influence on the corporate governance regime. However, the global nature of the financial services industry, the needs to satisfy financial markets and the desire of the UK government to return RBS to private sector ownership has placed strict limits on the potential for the emergence of a stakeholder model of corporate governance and HR, which many critics anticipated would be one of the few positive outcomes of the GFC.

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Leadership as an elite field: Scottish banking leaders and the crisis of 2007-2009

Cited by 37 publications

References 31 publications

Some announcements, reaffirming the critical ethos of Leadership, and what we look for in submissions

Some announcements, reaffirming the critical ethos of Leadership, and what we look for in submissions

Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM

Corporate governance and strategic human resources management in the UK financial services sector: the case of the RBS

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