Abstract

This paper analyzes Sir Ernest Shackleton's leadership during the Imperial Trans-Antarctic Expedition through a human resource management lens, using the Investors in People framework. Despite the expedition's failure to achieve its original goals, Shackleton's people management became a historic example of leadership under extreme adversity. The analysis examines how leadership behaviours shaped the crew's risk posture, adaptive capacity, and exposure to both capability strengths and gaps under volatile conditions, identifying patterns without attributing causal influence to specific decisions. Findings reveal high maturity in sustaining morale, building trust, and providing emotional stability, yet highlight structural shortcomings in delegation, leadership development, transparency, and anticipatory capability-building. Shackleton's approach is portrayed as both robust and limited: emotionally intelligent and stabilizing, but highly centralized in ways that narrowed the team's option-set when conditions deteriorated. The paper concludes with actionable recommendations to strengthen empowerment, feedback culture, and transparency — offering insights into how organizations can build resilience and expand strategic options when operating in environments dominated by uncertainty.

References

  • Alexander, C. (1998). The Endurance: Shackleton’s Legendary Antarctic Expedition. Knopf.
  • de Jong, J. P. J., & Den Hartog, D. N. (2007). How leaders influence employees’ innovative behaviour. European Journal of Innovation Management, 10(1), 41–64.
  • Fisher, M., & Fisher, J. (1957). Shackleton. James Barrie Books Ltd.
  • Gratton, L. (2011). Workplace 2025 - What will it look like? Organizational Dynamics, 246-254.
  • Yi, H., Hao, P., Yang, B., & Liu, W. (2016). How Leaders" Transparent Behavior Influences Employee Creativity: The Mediating Roles of Psychological Safety and Ability to Focus Attention. Journal of Leadership & Organizational Studies, 24(3), 335–344. https://doi.org/10.1177/1548051816670306
  • CIPD | Change Management. (2018, November 7). CIPD. https://www.cipd.asia/knowledge/factsheets/change-management
  • Huntford, R. (1975). Shackleton. Carroll & Graf Publishers.
  • Hurley, F. (1948). Shackleton’s Argonauts. Angus and Robertson.
  • Hussey, L. (1949). South with Shackleton. Sampson Low.
  • Jaussi, K. S., & Dionne, S. D. (2003). Leading for creativity: The role of unconventional leader behavior. The Leadership Quarterly, 14(4-5), 475–498. https://doi.org/10.1016/s1048-9843(03)00048-1
  • Lansing, A. (1959). Endurance: Shackleton’s Incredible Voyage. Carroll & Graf Publishers.
  • Markides, C. (2000). All the Right Moves: A Guide to Crafting Breakthrough Strategy. Choice Reviews Online, 37(11), 37–635137–6351. https://doi.org/10.5860/choice.37-6351
  • Maslow, A. (1943). Theory of Human Motivation. In Psychological Review (Vol. 50). Wilder Publications.
  • McDeavitt, J., K.E., W., R.E., S., & G., W. (2012). Understanding change management. PM&R, 4(2), 141-143.
  • Mill, H. (1923). The Life of Sir Ernest Shackleton. Little, Brown and Co.
  • Orde-Lees, T.H. (1916). Diary.
  • Paauwe, J., Wright, P. M., & Guest, D. E. (2013). HRM and Performance: What do we know and where should we go? 1–14.
  • Provera, B., Montefusco, A., & Canato, A. (2010). A ‘No Blame’ Approach to Organizational Leadership. British Journal of Management, 21, 1057-1074.
  • Reason, J. (1997). Managing the Risks of Organizational Accidents. Aldershot: Ashgate.
  • Roberts, K. H. (1990). Some Characteristics of One Type of High Reliability Organization. Organization Science, 1(2), 160–176. https://doi.org/10.1287/orsc.1.2.160
  • Robinson, K. (2001). Out of Our Minds: Learning to Be Creative. Work Study, 51(1). https://doi.org/10.1108/ws.2002.07951aae.005
  • Senge, P. M. (1990). The fifth discipline: the art and practice of the learning organization. Doubleday/Currency.
  • Shackleton, E. (1919). South! The Story of Shackleton’s Last Expedition 1914-1917. Heinemann Publishing House.
  • Smith, M. (2000). An Unsung Hero: Tom Crean - Antarctic Survivor. Mountaineers Books.
  • Smith, M. (2015). Shackleton: By Endurance We Conquer. Oneworld Publications.
  • Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509–533. https://www.jstor.org/stable/3088148
  • Watkins, J. (1949). The 100 Greatest Advertisements 1852-1958: Who Wrote Them and What They Did. Dover Publications.
  • CIPD. (2021, December 6). PESTLE Analysis. CIPD. https://www.cipd.co.uk/knowledge/strategy/organisational-development/pestle-analysis-factsheet‌
  • Weick, K. E., & Roberts, K. H. (1993). Collective Mind in Organizations: Heedful Interrelating on Flight Decks. Administrative Science Quarterly, 38(3), 357. https://doi.org/10.2307/2393372
  • Worsley, F. (1924, August). Crossing South Georgia. The Blue Peter.
  • Worsley, F. (1931). Endurance: An Epic of Polar Adventure. P. Allan & Co.