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Leadership Approaches and Change Management in Marks and Spencer
Introduction
Marks and Spencer has been undergoing a long period of transformation due to declining high street traffic, intensified competition, the shift to online retail and the need to modernise its supply chain. The company is currently in the middle of a multi year change programme that aims to reshape operations, reposition the brand and improve efficiency. This report examines the situational variables that shape the organisation’s change journey and explores how leadership approaches have evolved and may continue to shift as circumstances change. It also evaluates how M&S leaders influence employee attitudes through narrative and storytelling and assesses how these stories shape support for change across the wider stakeholder landscape.
Situational Variables and the Evolution of Leadership Approaches
The M&S change programme has passed through several phases. The early stage focused on crisis stabilisation. Sales were falling and the business model had lost relevance for younger consumers. The leadership team adopted a directive style during this period because decisions needed to be swift. Transformational and participative approaches were less useful at this point because the organisation required clarity, urgency and top down restructuring. Situational leadership theory explains why leaders shift styles depending on the maturity of the team and the demands of the environment. In an unstable context, a more authoritative approach aligns with the need for decisive corrective action.
As the programme matured, the focus moved from cost saving to strategic repositioning. This included store closures, reinvestment in digital channels and a reorganisation of the food and clothing divisions. Employees began to show signs of uncertainty because long term restructuring created fear around job security and role changes. At this stage, the leadership style evolved toward a transformational approach. Leaders put more emphasis on vision, communication and shared purpose. This was essential to rebuild trust and motivate teams after the initial shock of restructuring. Transformational leadership encourages followers to engage with change on an emotional and intellectual level, which suits the mid cycle phase of change.
The current stage of the change programme involves cultural renewal and capability building. M&S now positions itself as a modern retailer with strong digital capacity. The leadership approach has become more collaborative because successful cultural change requires involvement at all levels. Leaders have introduced cross functional working groups and encouraged local decision making. The organisation has also adopted elements of distributed leadership, allowing managers at different levels to take ownership of specific transformation projects.
Looking ahead, the leadership approach may shift again as the retail market evolves further. Increased automation, data driven supply chains and sustainability pressures will require adaptive leadership. This style focuses on learning, experimentation and flexibility. M&S leaders will need to help teams develop resilience and work with ambiguity because future retail conditions are uncertain. Adaptive leadership will also help the organisation respond to emerging global pressures such as supply chain volatility and shifts in consumer ethics.
Overall, the situational variables influencing leadership evolution include financial pressure, workforce morale, digital disruption, consumer behaviour, organisational culture and external political and economic changes. These variables interact across the entire lifecycle of the change plan. Effective leaders adjust their style continuously so that decision making remains aligned with the organisation’s changing needs.
Narrative, Storytelling and Influencing Attitudes
Narrative and storytelling are powerful mechanisms for shaping how people make sense of change. In M&S, leaders have used several forms of narrative to influence employee attitudes and wider stakeholder perceptions.
One of the strongest internal stories is the narrative of returning to the company’s heritage while modernising. Leaders often refer to M&S as a trusted British institution that needs to evolve without losing its identity. This story helps employees feel part of something valuable and historic, which reduces resistance to modernisation. It frames the change as renewal rather than abandonment of tradition.
Another narrative focuses on customer centricity. Leaders repeatedly highlight examples of customer experiences to show why operational changes are necessary. For instance, they use stories about how online shoppers expect faster delivery and more choice. These stories explain the need for investment in supply chain technology and improved digital platforms. When staff understand these stories, they see the change as logical rather than disruptive.
M&S also uses storytelling with external stakeholders. Advertisements and brand campaigns often highlight ideas of quality, trust and family connection. The Christmas campaigns are a classic example. They build emotional attachment to the brand and support the organisation’s narrative of reliability and warmth. These stories influence investors, partners and customers by reinforcing the company’s purpose and relevance.
Within the workforce, managers share stories about teams that have successfully adapted. These stories act as signals that change is achievable. For example, managers have shared narratives about stores that embraced the new food hall layout and achieved improved customer satisfaction. Storytelling encourages social proof, which helps employees feel that change is part of a collective journey rather than an individual challenge.
Leaders also use narrative to address fears. Instead of relying on technical explanations, they share personal reflections and real examples of how staff roles can evolve positively. This helps shift attitudes from uncertainty toward cautious optimism. When people see themselves reflected in stories, they become more open to participating in the change.
To strengthen future influence, M&S leaders may widen storytelling strategies to include stories about sustainability, innovation and new career pathways. By showing employees and customers how the company contributes to a responsible retail environment, leaders can build a sense of pride and future readiness.
