ACKNOWLEDGEMENT

Our sincere gratitude goes to Mr.S.C.Thushara, Fundamentals in Finance for Project Managers
Module Coordinator/Lecturer who spent his valuable time and effort over four weeks of time to
give us a vast knowledge about Finance Finance Statement using very knowledgeable lecture
series with active discussions. My gratitude also goes to all the colleges in Global institute of
project management for their endless support throughout the Module. . At last but not least I
would like to express my sincere gratitude to Dr. Madhu Fernando and staff of the Global
Institute of Project Management for their guidance and the support given to us throughout the
module.

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EXECUTIVE SUMMARY
The purpose of this assignment is to discuss the Leadership theories, Leadership Styles of Sir
Alex Fergusons with evidence applications given in the case study by using the leadership
theories which we learned in the module. Alex Ferguson was born in Govan on December 31st,
1941.He made his professional debut at second-division Scottish club Queens Park at the age of
16.Soon He moved to first-division club St. Johnstone and his performance helped him joined
Dunfermline Athletic. Then he became a record breaking goal scorer. Ferguson ended his
playing career at two smaller clubs, Falkirk and Ayr United.

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Alex Ferguson started his career as Manager in 1974, just an age of 32, at East Stirlingshire FC
.Its a small club in Falkirk, Scotland. He was there for 117 days before accepting an offer from a
larger club, St. Mirren FC, where he would stay for four years, and would assume a high level of
control over all the clubs football and administrative functions. After Mirren FC he joined
Aberdeen FC, a stronger club from Scotlands North East. He would form a strong bond with the
clubs chairman, Dick Donald. Fergusons tenure at Aberdeen would not only be the most
successful in the clubs history but also remarkable in the history of Scottish football itself. For
his accomplishments, the Queen of England appointed Ferguson to the Order of the British
Empire (OBE). Latter he started his career in Manchester United and turnaround the club to
unprecedented level in team of discipline, team composition, development of youngsters,
infrastructure introduction of technology and science etc., to bring lasting success for Manchester
united.
Manchester United was Founded in 1878 and they won their first English league title in 1908 and
Englands major domestic cup competition, the Football Association (FA) Cup, one year later.
On the back of this success, in 1910, the club moved to a new 80,000 seat stadium, officially
named Old Trafford. They struggled to sustain their initial success; the club didnt win another
title for over forty years. After the Second World War, the club appointed Matt Busby as their
new Manager. He took sole control of team selection, training, and player transfers. Finally, he
managed to bring the title back to Manchester United in 1952, and he gradually introduced a
strong generation of homegrown youth players, known as the Busby Babes, into the first team.
Disaster struck shortly after the club won two more league titles in short succession. Seven
Players were dead due to an aircraft crashed at Munich Airport.
Alex Ferguson arrived to Manchester United on 6th November 1986. When Alex Ferguson
assumed duties in Manchester United, the club was belongs to Country Club status. His ultimate
challenge was to bring the club in to International level. For that initial challenge was to bring

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 TABLE OF CONTENTS

ACKNOWLEDGEMENT .............................................................................................................. 1
EXECUTIVE SUMMARY ............................................................................................................ 2
CHAPTER 01 ................................................................................................................................. 5
1.0 Introduction .......................................................................................................................... 5
1.1 Introduction of the Purpose of the Assignment: .............................................................. 5
1.2 Introduction of Sir Alex Ferguson ................................................................................... 5
CHAPTER 2 ................................................................................................................................... 7
2.0 Leadership Theories, Styles, levels and concepts on Sir Alex Fergusons leadership
approaches .................................................................................................................................. 7
2.1 Alex Fergusons Coaching Leadership............................................................................ 7
2.2 Alex Fergusons Transformational leadership ................................................................ 8
2.3 Alex Fergusons Autocratic leadership ........................................................................... 9
2.4 Alex Fergusons Visionary Leadership ......................................................................... 10
2.5 Alex Fergusons Pacesetting leadership ........................................................................ 11
2.6 Alex Fergusons Participative leadership ...................................................................... 12
2.7 Alex Fergusons Affiliative leadership.......................................................................... 13
2.8 Alex Fergusons situational leadership styles ............................................................... 14
2.9 Alex Fergusons Delegative leadership ......................................................................... 14
2.10 Alex Fergusons leadership level: ............................................................................... 14
CHAPTER 3 ................................................................................................................................. 15
3.0 Conclusion:......................................................................................................................... 15

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CHAPTER 01

1.0 Introduction

1.1 Introduction of the Purpose of the Assignment:

The purpose of this assignment is to discuss the leadership styles, skills, levels and concepts of
Sir Alex Ferguson in his quarter century success story with evidence application of the case
study done by Anita Elberse and Tom Dye.

1.2 Introduction of Sir Alex Ferguson

Sir Alex Ferguson was born on 31st of December 1941 in Glasgow, the largest city and the
industrial heartland of Scotland. From the younger age Ferguson showed a love of and talent for
football. Even at a young age, Fergusons deep determination to win shone through. He made his
professional debut at second-division Scottish club Queens Park at the age of 16. Soon he
moved on to first-division club St. Johnstone. Ferguson scored three goals in a match-winning
performance against Glasgows Rangers FC, the club he had supported as a boy and Scotlands
top side at the time.
Fergusons extraordinary performance and the consistency opened doors in to Dunfermline
Athletic, where he became a record-breaking goal scorer, which in turn won him a dream
transfer to Rangers. His time there would prove to be more difficult than he had hoped. He fell
out of favor with a new manager who had joined the club shortly after his arrival and left
Rangers three years later with only a Scottish Cup Final runners up medal to show for his time
there. Ferguson finished his playing career at two smaller clubs. That is Ayr United and Falkirk.
Despite never reaching the highest echelons of the game, over the course of his playing career
Ferguson had been a prolific goal scorer.
Alex Ferguson started his career as Manager in 1974, just an age of 32, at East Stirlingshire FC
.Its a small club in Falkirk, Scotland. He was there for 117 days before accepting an offer from a
larger club, St. Mirren FC, where he would stay for four years, and would assume a high level of
control over all the clubs football and administrative functions. After Mirren FC he joined
Aberdeen FC, a stronger club from Scotlands North East. He would form a strong bond with the
clubs chairman, Dick Donald. Fergusons tenure at Aberdeen would not only be the most
successful in the clubs history but also remarkable in the history of Scottish football itself. For

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his accomplishments, the Queen of England appointed Ferguson to the Order of the British
Empire (OBE). Latter he started his career in Manchester United and turnaround the club to
unprecedented level in team of discipline, team composition, development of youngsters,
infrastructure introduction of technology and science etc., to bring lasting success for Manchester
united.
1.3 Introduction to the Organization (Manchester United) turnaround by Sir
Alex Ferguson
Manchester United was Founded in 1878 and they won their first English league title in 1908 and
Englands major domestic cup competition, the Football Association (FA) Cup, one year later.
On the back of this success, in 1910, the club moved to a new 80,000 seat stadium, officially
named Old Trafford. They struggled to sustain their initial success; the club didnt win another
title for over forty years.
The club was appointed Matt Busby as their new Manager, after the Second World War .Rather
been a typical manger he took the sole control of team selection, training, and player transfers.
Finally, he managed to bring the title back to Manchester United in 1952, and he gradually
introduced a strong generation of homegrown youth players, known as the Busby Babes, into
the first team. Disaster struck shortly after the club won two more league titles in short
succession. Seven Players were dead due to an aircraft crashed at Munich Airport including the
prodigiously talented Duncan Edwards, Englands youngest ever international. Busby, who
himself was badly injured but made a full recovery. Later he Rebuilt the Uniteds squad and lead
United to its crowning achievement in 1968. The Manchester United becomes the first English
club to win the European Cup.
After a year Busby departed from the Manchester United. Again, United fell into a period of
decline. Then Ron Atkinson assumed duties as the Manager .When and club was prepared face
the 1986-87 seasons, suddenly Ron Atkinson was swiftly fired .This situation creates an
opportunity for an arrival of a new manager .

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CHAPTER 2

2.0 Leadership Theories, Styles, levels and concepts on Sir Alex Fergusons
leadership approaches
According to the given Case study in 1986-1994 period, century old Manchester United club
perform like a Country Club. Sir Alex Ferguson assumed the duties in Manchester United in
1986 and his first challenge was to align the club towards the Middle of the road and then to
drive towards the Team leader status. According to the article, Sir Alex Ferguson did
revolutionary changes in attitudes of club players in disciplinary code, composition and
combination of players and comprehensive training schemes etc., to uplift the levels of the
players and reputation of the club. Ferguson made efforts to establish a family atmosphere
where everyone from the star player right through to the kit washer was considered a valuable
part of Uniteds organization. All such approaches reflects combination of diverse leadership
skills concentrated in him and degree of accuracy in applying correct leadership mix (his
coaching leadership, transformational leadership, Autocratic leadership, visionary leadership,
Pacesetting leadership, Participative leadership, Affiliative leadership, situational leadership,
Delegative leadership) at most appropriate time on point of pain.

2.1 Alex Fergusons Coaching Leadership

When we consider the Coaching Leadership Style;
Connect peoples personal goals with the organizations goals, Rapport; empathic and
encouraging, focuses on developing others for future success, Communication, Trust are some of
the major characteristics. By analyzing the case study we can see plenty of coaching leadership
styles from his career as a manager. Alex Ferguson is a leader who always looked for form a
strong solidarity stable club. Ferguson always keeps constant consideration on the players with
their current performance. Ferguson actively engaged with players to mentoring during the
training and had limited time to talk to them during the matches .He trained youngsters focusing
on long-term life goals and aligning them towards club goals. In the case study (Page no 03)
explained, Ferguson choose which players would start the next match and who would serve as
substitutes, determined how the team should be trained on daily basis. Ferguson decides the
tactics to be employed in each and every match. He always gave a pre-game, halftime and post-
game team talks.

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Sir Alex Ferguson was a very good coach and he has demonstrated his coaching leadership for
more than twenty five years (Page No 18 / Exhibit 3a). Further the case study explained how
Ferguson had injected moral to his players (Page No 09) on a given match day. Before spoke to
the whole team; Ferguson might have four to six individual talks with players. Next, he spoke to
the whole team. Ferguson likes to rotate his talking in regular basis. He likes to tell different
stories, and use his imagination. Ferguson also found inspiration in books about the Civil War
(one of his great passions), biographies of leaders in politics, business, and sports including John
F. Kennedy and Vince Lombardi, as well as other works about history and politics. Even he let
players take an active role in motivating teammates.
In the case study further demonstrated Fergusons coaching leadership styles, it says, Fergusons
ability to switch at right time and. One such example was happened in 1999 (Page No 06). In
1999 for the first time in eight attempts, United had reached the final of the Champions League.
The club faced a tough task against German champions Bayern Munich; Bayern Munich took the
lead within a just six minutes. Seeing the prized trophy slip away before his eyes, Ferguson
reminded his players at halftime of what was at stake. Ferguson obtrudes halftime and United
become the champions, in a defeat position to a trilling victory (Page No 06). Ferguson coaching
leadership was transparent and allowed room for constructive criticisms (Page no 09) .Fergusons
coaching leadership was unique and well-focused on situation. He said We dont start the
preseason training at one hundred miles an hour, said Ferguson about his approach.

2.2 Alex Fergusons Transformational leadership

When we consider the Transformational Leadership Style;
Encourage subordinates, set clear goals, set high expectations, inspire people to reach the
improbable are some of the major characteristics. By analyzing the case study we can see plenty
of transformational leadership styles from his career as a manager. As a manager Alex Ferguson
always sets high expectations on players and consistently motivated them to reach the preset
goals. According to the case study (Page No 01) he actively engages in first day training at
Manchester Uniteds Carrington training ground to make players motivated and boost their
morale.
Alex Ferguson is a manager with long term broader goals, thus he argued with management and
as a result, rather than building just a team he wanted to build a club with stronger roots (Page
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No 05). Then he joins with Aberdeen FC. Alex Fergusons tenure in Aberdeen would not only be
the most successful in the clubs history, but also remarkable in the history of Scottish football
itself. Aberdeen FC won three Premier Division titles, four Scottish FA Cups, one Scottish
League Cup, and the European Cup Winners Cup, beating European giants Bayern Munich and
Real Madrid along the way under the leadership of Alex Ferguson. For his accomplishments, the
Queen of England appointed Ferguson to the Order of the British Empire (OBE).
Winning five consecutive matches in a row after a massive defeat to Aston Villa in 1995 (Page
No 06) is another good example for his Transformational leadership Style. Ferguson constantly
mentors individuals and next, to the whole team. He was a leader who actively involved
transforming players to higher energy levels. He explained players how to form a perfect team
and let the players take an active role in motivating teammates. Ferguson arranges training (Page
No 10) throughout the year and such training sessions were focused on repetition of skills and
tactics. He did his very best to keep his players really motivated. According to the case study,
Ferguson said for a player-and for any human being-there is nothing better than hearing well
done. Those are the two best words ever invented in sports. You dont need to use superlatives.
(Page No 11).

2.3 Alex Fergusons Autocratic leadership

When we consider the Autocratic Leadership Style;
Arbitrary, controlling, power-oriented, taking full and sole responsibility for decision and control
of followers' performance, loyalty are some of the major characteristics. By analyzing the case
study we can see plenty of autocratic leadership styles from his career as a manager. According
to the case study (Page No 5 & 6), Alex Ferguson has taken some bold decisions to change club
culture. By taking sole responsibility for decision and control of others; Ferguson sold several
players, including fan favorites Paul McGrath and Norman Whiteside, and invested in younger
players. Its a good example for his Autocratic and commanding leadership. Further, case study
pointed out in their Page No 01 and 05 & 06 that Uniteds club was at perhaps its lowest point
ever, having experienced a startling fall from grace and not won an English league title in nearly
twenty years to present strength. Its purely illustrates his autocratic and commanding leadership
styles.
David Gill the Chief executive officer of Manchester United said (Page No 03) that because of
his long tenure and accomplishments, Ferguson had a wider scope of control than any other
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manager in the EPL. He was the ultimate decision-maker on almost every football-related aspect
at United to elaborate his commanding leadership approach in turning the club. The case study
also discusses his commanding and autocratic leadership approach, how he has grabbed the high
level of control (Page No 05) over all of the clubs football and administrative functions to
achieve his vision. Alex Ferguson worked with the worlds class big player and he wanted
everyone to work hard. Further case study says that the players need to work harder than anyone
else.

2.4 Alex Fergusons Visionary Leadership

When we consider the Visionary Leadership Style;
Inspiring, move people toward a common goal, Enthusiastic about change, Self Confidence are
some of the major characteristics. Visionary leadership is most effective when the organization
needs a new vision or a dramatic new direction, such as during a corporate turnaround. By
analyzing the case study we can see plenty of visionary leadership styles from his career as a
manager.
According to the case study earlier the club was at perhaps its lowest point ever, having
experienced a startling fall from grace and not won an English league title in nearly twenty years.
Therefore to full fill the desired dreams/goals Ferguson drive United towards a new direction
(Page No 01). Alex Ferguson also demonstrated his visionary leadership skills by focus on
young players (Page No 01) and improving sports science, medical, and other facilities in the
club to perform the country club status to team leader status. Further he demonstrates his
visionary leadership style (Page No 06) by investing $2.1 million for the French striker Eric
Cantona in 1993, a player with a reputation for lacking discipline and being a troublemaker and
appointing team of sports scientists to support the coaching staff, selecting thirteen-year-old
Ryan Giggs (Page No 06) who would go on to become one of the greatest British footballers of
all time. He became Sir Alex Ferguson due to his recorded remarkable victories resulting in
1995-2001.

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2.5 Alex Fergusons Pacesetting leadership
When we consider the Pacesetting Leadership Style;
Focuses on performance and meeting goals, only looking to maintain high performances, High
Performance and Coaching are some of the major characteristics. By analyzing the case study we
can see plenty of pacesetting leadership styles from his career as a manager. Alex Ferguson
always keeps focuses on performance, meeting goals. He always expects excellence from his
players. He entertains his high Performance coaching strategies and expected to reflected rich
output from the players as well. He believed constant development of players applying Kaizen
and Six Sigma like proven tools. He only looks to maintain high Performances and never
entertains poor performances. According to the case study under Fergusons management to
maintain constant pace in development; the club had invested unprecedented amounts of money
in new players (Page No 01).Fergusons tenure at Aberdeen would not only be the most
successful in the clubs history, but also remarkable in the history of Scottish football itself. With
Ferguson at the helm, Aberdeen won three Premier Division titles, four Scottish FA Cups and
many more titles, beating European giants Bayern Munich and Real Madrid along the way (Page
No 05).
The case study pointed out how Ferguson turned young players like Ryan Giggs and lifted up to
the level of greatest British footballers of all time , playing his entire club career under
Fergusons management ( Page No 06). Fergusons always focused on high performance and
meeting desired goals form his players. He always expects excellence from his players. Ferguson
took a gamble when he paid $2.1 million for the French striker Eric Cantona in 1993.Cantona
was a player known for being a trouble maker, therefore Ferguson turnaround Cantona form the
day one, Cantona arrived on time for club activities and stayed late at training to perfect his
technique. Cantona became an example to the others in the club, prompting Ferguson to name
him team captain. In the 1992-1993 seasons, Cantona helped United to capture the long waited
dream that is league title it had been seeking since 1967. Following year, Fergusons United
stormed to another EPL championship and secured another FA Cup. (Page No 06).
Another good example for his pacesetting leadership skill found in the case study (Page No 07).
United had reached the final of the Champions League in 1999 for the first time in eight
attempts. The club faced a tough task against German champions Bayern Munich, which took the
lead after just six minutes. Seeing the prized trophy slip away before his eyes, Ferguson

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reminded his players at halftime of what was at stake, telling them, When that cup is going to be
presented just remember that you cant even touch it if youre the losers, youll be walking past it
with your losers medals, knowing someone walking behind you is going lift the cup. A player
later recalled Fergusons words as one of those inspirational speeches that turn fearful men into
world beaters. Ultimately a miracle happened; United had grabbed victory from the Bayern
Munich. From that evidence also shows Fergusons eager to focus on performance and meeting
goals. Ferguson was a well experienced footballer; he knew that game can be change in favor of
them in a fraction of time. Only thing is maintain the proper pace at right time. Thus Ferguson
capitalized his pacesetting leadership in wherever its possible (Page No 09).

2.6 Alex Fergusons Participative leadership

When we consider the Participative Leadership Style;
Consultative, participative, concerned with people, concerned with maintenance of good working
relations, relationship oriented are some of the major characteristics. By analyzing the case study
we can see plenty of participative leadership styles from his career as a manager. He has
demonstrated consultative, concerned with people, concerned with maintenance of good working
relations, player oriented, relationship oriented and participative leadership skills in his twenty
five years long career in Manchester United. During the case study it has mentioned that authors
interviewed some club members and quoted individual views in their article. One occasion Gill,
CEO of United said Sometimes we disagree, but we respect each other, and we know that
arguments are just arguments. Hes very fair. He moves on quickly we can speak half an hour
later and it is as if the issue was never there, (Page No 03).
Another occasion Lyn Laffin, Fergusons long-time secretary said If someone knocks on his
door and they have a problem, the first thing he does is turn the chair around and say Sit down,
lets talk. Further Hes an unbelievable man, he knows how to look after people, says United
kit manager Albert Morgan. Ferguson wanted very good working relationship among players,
thus he let players take an active role in motivating teammates (Page No 09).

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2.7 Alex Fergusons Affiliative leadership
When we consider the Affiliative Leadership Style;
Promote harmony within the team and, connects players together and encouraging all of them to
achieve club goals are some of the major characteristics. By analyzing the case study we can see
plenty of Affiliative leadership styles from his career as a manager. Ferguson was a leader who
always looked to promote harmony within the team and, connects players together and
encouraging all of them to achieves club goals. He resolves players issues arise in day to day
and keep them motivated in through a stressful time. It really contributed the long term success
of Manchester United. In the case study, discuss about some managers destiny largely change
due to passing power to the players (Page No 04) it says that Some English clubs have changed
managers so many times that it creates power for the players in the dressing room. Sir Alex
Ferguson did not have such power issues in his twenty five years tenure because he is a person as
who had much improved affiliative leadership skill.
Case study pointed out that Eric Cantona a player with a reputation for lacking discipline and
being a troublemaker in the history. When Cantona was suspended for many months as
punishment for attacking a fan, Ferguson visited him in Paris to reassure him by informing him
that he remained a valuable part of the clubs future plans. Fergusons approach had its intended
effect from day one; Cantona arrived on time for club activities and stayed late at training to
perfect his technique. He generally became an example to the others in the club, prompting
Ferguson to name him as the team captain. Ferguson was an Affiliative leader who always back
his team and motivate them under stress situations, in 1999 during the final of the Champions
League United had to face tough task against German champions Bayern Munich. Fergusons
affiliation worked for the club and Ultimately United had grabbed a trilling win against Bayern
Munich. In Fergusons affiliation leadership style much prominence has given to motivation in
and out the ground. He used to address players individually and the whole team, I like to tell
different stories, and use my imagination (Page No 09).

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2.8 Alex Fergusons situational leadership styles
Fergusons leadership styles spread over a large spectrum in S2 S3 and S4. He had to deal with
well professional footballers to the youngsters who were very new to the football. Thus he had to
adjust leadership style to address the requirements of diverse maturity levels in M2, M3 and M4.
Fergusons first team players belongs to maturity level M3 and M4,Terefore he use S3 and S4
style to communicate with them. Ultimately in many occasions Ferguson managed to driven the
team towards success.

2.9 Alex Fergusons Delegative leadership

Ferguson has demonstrated some delegative leadership skills too in his career. According to the
case study, some but limited evidence available to reflect his delegative approaches. Case study
explained Ferguson had delegated more of the training sessions to his assistants over the years
and Ferguson concentrated more on players and their performance. Ferguson Becomes
delegative; when the majority of the playes are very professional and expert in the field.

2.10 Alex Fergusons leadership level:

By considering the case study Fergusons leadership always focused on reproduction of success
and position players comfortable and well. He knew his players strong points and most
appropriate place and time to position them. Ferguson looked for respect and players follow him
because of his excellence and what his produce for the club. All players from youngsters to
professional players respect him due to his proven success as their manager. Thus Fergusons
leadership levels were more close to pinnacle (level5) but also have some characteristics of
People development (level 4).

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CHAPTER 3

3.0 Conclusion:
Sir Alex Ferguson was practicing footballer (1957-1973) and has recorded 170 goals in 317
appearances. Case study deeply discuss Ferguson excellence in football and his contribution to
the football. However article not shares anything about his academic background or such
qualifications related to management or administration. But the case study illustrates his inborn
leadership approaches and how such talents driven Manchester United to the ultimate success.
True leaders only can do such revolutional changers especially with people having diverse
abilities and especially under unfavorable grounds. He assumed duties in united club when it was
running at a highly volatile condition. Club culture has tuned more towards people oriented
rather than result oriented.
Ferguson faced diverse challengers like polarizing players in one direction, making victorious
mindset and establishes confidence in them, expose players to rigorous exercises, taking the club
to the pinnacle and many more. Ferguson is a visionary leader and had all other leadership styles
to reach the required pace he wanted and maintain required scale of momentum to reach his
dreams. He had born with powerful arm behind him to execute his vision in to actions even on
non-favorable ground. Ferguson as the manager demonstrated his autocratic and commanding
leadership nature when he wanted to exert power on other to set targets on them and he took
most appropriate initiatives via his affiliative and pacesetting leadership skills to shape players to
his frame. He execute is in born talents in transformational leadership to reshape the talents and
attitudes of the players. He used his pacesetting approaches to set players to overcome critical
situation and maintain required momentum all the time. Ferguson used his participative
leadership to solve issues in players and his delegative leadership skills to delegate
responsibilities to assistant coaches.
Sir Alex Ferguson is a rare legendary figure born with diverse traits. His approach always device
him a practical means to synchronized with any level (S2-S4) to deal and capitalized with any
person irrespective of which maturity level (M2-M4) he/she belongs. Sir Alex Ferguson
leadership having more characteristics in level 5 and few from level4.a

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