Re-casting shakespeare: gendered performances and performativity of leadership

Abstract

The executive development courses offered jointly by the Praxis Centre of Cranfield University's School of Management and Shakespeare's Globe Theatre in the summer of 1999 and 2000 were the impulse for this article. I respond to the gendered implications of re-presenting and performing Shakespearean roles as a training guide to leadership and business success. My critical analysis adapts Lyotard's (1984) market performativity and Butler's (1990) gender performativity to pose the promise and perils of performing leadership roles based on Shakespeare's characters. This paper re-presents a performative instance of resistance to the dominant masculine metaphors that management education draws out of Shakespeare. I interrupt the play and re-cast the organizational leader and performance consultant as a moral agent who performs the service discourse of the feminine-in-management based on ‘the Other’ in Shakespeare.