essential-guide-to-qualitative-in-organizational-research

134 –––––––––– QUALITATIVE METHODS IN ORGANIZATION STUDIES ––––––––––––––––––, he is the decider when it comes to this Department] . . . [F3: Then youhave got what we call the er the weak little spots of the place. Four little heads . . . Thinshoulders and big fat thighs, big muscularly thighs that keep it going].Undergraduate and MBA students also emphasized this distance, with the leader’s longneck and folded arms signifying lack of approachability. At the UK school, a feeling ofdisenfranchisement and restricted personal autonomy prevailed.Lack of direction and fragmentation of academics were articulated more strongly in theCanadian school, because of the outgoing leader’s perceived inconsistent management style.This was especially intense amongst contractual academics, who felt poorly treated in relationto permanent colleagues over teaching and research opportunities and contract renewal:[That’s me! (DS: A small figure?) Yes. (DS: Why?) Because I feel so small. Powerless.(DS: Right). And that’s . He constantly says ‘No’.(DS: Are you holding your hands up to your head?) Yes. (DS: Why, why’s that?) ‘Cos I’mlosing my mind. I really am, I’m going insane. (DS: Why’s that?) BecauseI’m totally frustrated ...I think that the situations differ so much, depending on who youare. (DS: Right).You know, but this is me, and that’s him. There’s no question about it.(DS: Right. Right). And I’m getting smaller. (DS: You’re getting smaller?) Oh, yes. Yeh.And he’s getting bigger].A year later a new organizational leader had generated a sense of ‘cautious optimism’ withinthe school. The organization was now believed to be at a critical juncture in terms of itsstrategic direction. According to MBA students, the choice was between the roads ofmediocrity and success, with the figure displaying a simultaneous frown and smile. Positivefactors were student talent and enthusiasm, with support for the new leader from most internalstakeholders. Rock-like obstacles on the road to success were the wider university bureaucracy,the deteriorating economy, overcompetitive students, diverse academic personalities and theoutgoing leader:[S1:Yeah, well I think it’s at a crossroads, getting another dean]. [S2:Yep a new system,dean] . . . [S3: Hazy vision. ] . . . [S4: I think it’s the blind leading the blind] . . .[S2: Uh, don’t know which way we are going and which way they are going] . . . [S1: IFigure 11.5Face-to-face interview image: Canadian school