William Shakespeare: playwright, poet, management guru: several critics suggest that Shakespeare's plays could be taught not just in English Literature classes but also in Business Management lectures and leadership seminars. Shakespeare provides thought-provoking insights into issues related to power, authority, leadership, management of risk, of crisis, of emotion: ubiquitous issues in the contemporary business and management scene

Today's Manager, Dec-Jan, 2008 by Neelam Aggarwal

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WRITTEN over four centuries ago, Shakespeare's plays continue to have a universal appeal for their absorbing stories (of kings, queens and dukes; of battles, rivalries and political turmoil of the time, of love, honour and betrayal), and also for the sensitive, rich, and eloquent use of language, and the memorable array of characters. The plays continue to be performed widely, critically examined and quoted extensively from.

At the same time, one must also recognise that many people in this fast-paced globalised world have neither the time nor the inclination to read Shakespeare and their half-hearted attempts to do so may be rendered fruitless because of what they perceive to be an impenetrable archaic language.

In spite of that, what is increasingly becoming evident is the versatility of Shakespeare's writings. Several critics suggest-and not always tongue in cheek- that his plays could be taught not just in English Literature classes but also in Business Management lectures and leadership seminars. Prince Philip is widely supposed to have once said "A man [or woman] can be forgiven a lot if he [or she] can quote Shakespeare in an economic crisis". In fact, it is perfectly possible and eminently interesting to glean such quotations from Shakespeare's plays.

The relevance of Shakespeare's plays to modern management issues has recently been acknowledged by a number of readers and critics. Shakespeare provides thought-provoking insights into issues related to power, authority, leadership, management of risk, of crisis, of emotion: ubiquitous issues in the contemporary business and management scene.

Startling as it may seem, a number of his plays dealing with monarchs, historical changes, wars, manipulations, failures, and successes can be read as lessons in leadership and management, the use and abuse of power, the importance of balancing values and responsibilities, and the skills crucial to a leader's success.

These lessons transcend barriers of place, space, and time and are equally relevant in today's context. The principles of good leadership and the hazards of incompetent authority are the same whether applied to sixteenth century England or contemporary management boards.

Shakespeare clearly maintains that order and hierarchy is the basis of harmony. As Ulysses says in Troilus and Cressida:

   The heavens themselves, the planets and this centre Observe degree,
   priority and place, Insisture, course, proportion, season, form,
   Office and custom, in all line of order;

Yet Shakespeare went on to show that those who were born to rule could fail or succeed depending on the leadership skills. His characters can be studied to illustrate points on power, action, communication, and decision-making. King Lear, Richard II, and Mark Antony failed because they believed their authority alone gave them the right to lead and they should be obeyed by virtue of their position.

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On the other hand, Henry IV Part I provides valuable lessons for a leader on trust and caution, on developing the potential of one's followers, on understanding their strengths and limitations and on rewarding one's followers.

King Lear may well be read as a cautionary tale about bad management and how 'not' to devolve power and the dangers arising from early and ill-planned retirement. King Lear decides to divide his kingdom among his three daughters but this divestiture was based on responses which catered to his ego (and which demonstrated his failure to recognise hypocrisy: whoever says she loved him the most would get the biggest share) rather than on sensible planning:

   Know that we have divided
   In three our kingdom; and 'tis our fast intent
   To shake all cares and business from our age;
   Conferring them on younger strengths, while we
   Unburthen'd crawl towards death ...
   Tell me, my daughters--
   Since now we will divest us, both of rule,
   Interest of territory, cares of state--
   Which of you shall we say doth love us most?
   That we our largest bounty may extend
   Where nature doth with merit challenge.

The play further highlights the need for one leader and the 'unity of command'. When Goneril, the eldest daughter, complains about King Lear's retaining the trappings of power after divesting himself of the kingdom, and the chaos created by Lear's knights, her sister Regan states:

   How in one house
   Should many people under two commands
   Hold amity? 'Tis hard, almost impossible.

The play demonstrates the problems and the disastrous results of a divided leadership and the confusion arising from not recognising one's changing responsibilities.

Macbeth portrays a leader who has no integrity and one whose ambition propels him to destruction. Macbeth starts out as a loyal subject to a good king but following the witches' prediction that he will be king, his latent ambition is kindled and he proceeds to kill the king. He recognises that:

   I have no spur
   To prick the sides of my intent, but only
   Vaulting ambition, which o'erleaps itself
   And falls on the other.