How Event Managers Lead: Applying Competency School Theory to Event Management

Abstract

A lack of research into human resource development, managerial skillsets, and leadership practices of event managers has resulted in widespread assumptions about the nature of leadership within events, which is unsupported by primary research. This qualitative research based on semistructured interviews focused on event managers working within the business events industry. Data analysis using thematic analysis and a ranking list establishes six key leadership practices—engaging communication, strategic perspectives, critical analysis and judgement, resource management, emotional resilience, and interpersonal sensitivity. This research argues that these leadership practices are essential for the development of successful event managers. Additionally, this study shows there is tension at the heart of leadership within events—event projects are intangible and temporary in nature, providing only one opportunity to get it right and this results in event managers attempting to control all aspects of the event delivery. However, in order to be successful leaders, they also need to work in teams, motivate and empower others, and develop team members. This then is the challenge for human resource development in event management: How do event managers resolve this tension in order to become successful leaders?