Discover Co-op's unique democratic leadership style, built on cooperative values that prioritise member ownership, shared decision-making, and community impact over profit maximisation.
When examining what leadership style Co-op uses, one discovers a fascinating blend of traditional cooperative principles adapted for modern business challenges. The Co-operative Group operates under a leadership philosophy where "Steve has transformed our food business and put it back at the heart of communities across the country", demonstrating how democratic leadership can drive both commercial success and social impact.
Unlike traditional corporate hierarchies that concentrate power at the top, Co-op employs a distinctive cooperative leadership model rooted in democratic participation, shared ownership, and community-focused decision-making. This approach has guided Britain's largest mutual through both crisis and renewal, proving that purpose-driven leadership can deliver sustainable business results whilst maintaining authentic social responsibility.
Cooperatives are democratic organisations controlled by their members, who actively participate in setting their policies and making decisions. This principle forms the cornerstone of Co-op's leadership approach, where authority flows from member participation rather than traditional top-down hierarchies.
The cooperative leadership model fundamentally differs from conventional business leadership in several crucial ways. Cooperative leadership is facilitative, rather than directive, focused on bringing out the best in people rather than telling them what to do. This approach recognises that sustainable leadership emerges from collective wisdom rather than individual authority.
The phrase "servant leadership" was coined by Robert K. Greenleaf in The Servant as Leader and, while it's not exactly the same thing as co-operative leadership, there are connections between concepts. Co-op's leadership philosophy echoes Greenleaf's insight that true leaders serve first, then aspire to lead, creating an environment where leadership development becomes everyone's responsibility.
Co-op's leadership style begins with the principle of voluntary engagement. Be transparent about opportunities, such as roles, work or learning experiences, because everyone should be able to express interest and receive feedback about the decision. This transparency extends throughout the organisation, from board positions to frontline management roles.
The Group's approach to talent development reflects this principle. Rather than traditional succession planning that identifies chosen successors, Co-op creates multiple pathways for leadership development, ensuring diverse voices contribute to organisational direction.
Not every decision can be driven by consensus, but try making as many choices as a team and definitely listen if everyone else sees it differently. Co-op's leadership recognises the practical balance between democratic participation and operational efficiency.
This principle manifests in the Group's governance structure, where Men and women serving as elected representatives are accountable to the membership. In primary cooperatives members have equal voting rights (one member, one vote). This democratic accountability ensures leaders remain connected to member needs rather than pursuing purely financial objectives.
Empower team members to make decisions as close to the work as possible and say yes without making it weird if someone offers to buy coffee. This seemingly simple principle reflects Co-op's deeper commitment to distributed decision-making authority.
The cooperative model ensures that Members contribute equitably to, and democratically control, the capital of their cooperative, creating leadership accountability that extends beyond shareholder interests to encompass broader stakeholder concerns.
Be an awesome coach, not a stifling micro-manager. Co-op's leadership style emphasises developing people's capabilities rather than controlling their actions. This approach recognises that sustainable performance emerges from intrinsic motivation rather than external oversight.
Deeply and enthusiastically invest in people's ongoing development by emphasizing growth over performance. Co-op's leadership philosophy prioritises long-term capability building over short-term performance metrics.
For example, three folks from Vancity's branches, all of whom have an interest in learning, are supporting a piece of work for my team. Their managers understand that not only is this experience awesome for their career development, but it also enhances their knowledge and skills in ways that will make them better in their current role, too.
Steve reflected on how a crisis affords a leader the mandate to change the organisation for good. In essence it allows for quicker decision making and innovation – the trialling of new ideas, partnerships, and ways of working. Murrells' leadership during the COVID-19 pandemic exemplified cooperative principles under pressure.
Steve discussed how the crisis had surprisingly 'created time to think', acknowledging this time has been afforded to him through a variety of reasons but mainly by having a strong and talented leadership team. This recognition of distributed leadership reflects core cooperative values about shared responsibility and collective capability.
His team have also been critical to maintaining the culture while working remotely. Investing in recruiting the 'right people' has been key to achieving this. Steve and his team spend significant time exploring cultural fit, values, and style as part of their hiring process.
Murrells demonstrated moral leadership beyond business operations. Following the brutal murder of George Floyd last year, Steve was one of the first high profile leaders in the UK to speak out against racism, showing how cooperative leadership extends responsibility beyond commercial concerns to social justice.
He believes leaders need to be: Brave - Willing to make bold decisions and step out of their comfort zone. Resilient - Accepting of the fact that things will go wrong, but to learn from these experiences and move on.
This philosophy aligns with cooperative principles that emphasise collective learning and shared risk-taking, rather than individual heroism or blame allocation.
There is no difference between membership and ownership in a co-op. Leadership in a cooperative comes from that sense of ownership. As all members are owners, all members are, or should see themselves as, leaders, regardless of their day-to-day responsibilities.
This principle creates what military strategists might recognise as "mission command" – providing clear purpose and boundaries whilst empowering frontline decision-making. Like Wellington's officers at Waterloo, Co-op's managers operate with delegated authority within shared strategic frameworks.
Co-operative leaders let go of high performers and know how to build developmental experiences into their employees' existing roles so that everyone is always growing. This approach reflects the cooperative principle that organisational success depends on collective capability rather than individual retention.
Because a collaborative management style allows each employee to contribute to the decision-making process, lengthy discussions may ensue. Co-op's leadership recognises this challenge whilst maintaining commitment to democratic participation.
As a manager, you are expected not only to be able to compromise, but also to be very assertive so that solutions can be found and implemented. This balance requires sophisticated leadership skills that honour democratic process whilst ensuring operational effectiveness.
New, creative ideas are more likely to emerge in a pleasant working atmosphere than in an authoritarian environment. Suggestions for improvement from employees can contribute to the optimization of operational processes and also enrich everyday working life.
Co-op's innovation in community banking, ethical sourcing, and social enterprise demonstrates how democratic leadership can generate competitive advantages through inclusive innovation processes.
That movement was established, like the Labour Party, in northern England in the late 19th century, and for the same reason: to represent the working class in the area's rapidly growing cities. Co-op's leadership philosophy remains connected to these founding principles of community service.
"We don't chase profit": Steve Murrells, CEO of the Co-op Group, on running the UK's biggest mutual – this headline captures the fundamental difference in leadership priorities that distinguishes cooperative leadership from conventional corporate approaches.
The group invests more than £15m a year in a growing empire of social enterprise projects, chosen by its 4.5 million members, and it supports the Co-operative Party. This commitment demonstrates how cooperative leadership extends organisational responsibility beyond shareholder returns to community development.
The results identified four dimensions of effective leadership: Role Model, Empowering the Team, Performance-based Rewards, and Skills of the Sector. Co-op's leadership model emphasises authentic behaviour that reflects cooperative values in daily actions.
Role model leadership in the cooperative context means demonstrating the values of self-help, democracy, equality, and solidarity through personal behaviour rather than merely articulating these principles in communications.
Cooperative leadership recognises that sustainable performance emerges from empowered teams rather than dependent followers. A delegation of accountability and authority, monitoring and comparison of the performance with the target creates frameworks for distributed leadership whilst maintaining strategic coherence.
Provision rewards based on performance, instructs to address mistakes and shortcomings, directs team attention to achieve goals – but within cooperative frameworks that balance individual recognition with collective success.
An effective leader can communicate this commitment not just as a business strategy, but as an articulation of cooperative values and principles. This requires leaders who understand both commercial realities and cooperative philosophy.
But it's not just the case of hierarchical and social models existing side by side: in cooperative ventures or collaborative leadership styles, the democratic model is built into the hierarchy itself. They are far more political affairs with decision making being far more consensual.
This consensual approach can create challenges in rapidly changing markets where quick decisions determine competitive advantage. Co-op's leadership has adapted by creating clear delegation frameworks that honour democratic principles whilst enabling operational agility.
Modern cooperative leadership must navigate digital transformation whilst maintaining human-centred decision-making. Co-op's approach demonstrates how technology can enhance rather than replace democratic participation, using digital platforms to expand member engagement rather than centralise control.
The modern day co-op movement was founded in Rochdale, Lancashire in 1844. These pioneers established principles that remain relevant for contemporary leadership challenges, proving that democratic business models can endure across changing economic conditions.
The Rochdale approach recognised that sustainable business success required alignment between commercial viability and community benefit – a principle that distinguishes cooperative leadership from purely profit-focused approaches.
Like the evolution of British parliamentary democracy, cooperative leadership has adapted whilst preserving core principles. Co-op's contemporary leadership demonstrates how 19th-century cooperative insights can address 21st-century business challenges through thoughtful adaptation rather than wholesale transformation.
Perhaps one of the biggest lessons that this crisis has shown us is that 'cooperation does work' – we are all facing the same issues. This insight suggests that cooperative leadership principles may become increasingly relevant as businesses navigate complex stakeholder expectations and systemic challenges.
Steve Murrells has led Co-op Group by its co-operative values. Group is truly embedded in the communities in which it operates and is a leading light in campaigning for social justice. This legacy demonstrates how cooperative leadership can create sustainable competitive advantages through authentic community engagement.
Co-op's leadership style proves that democratic principles can drive commercial success whilst maintaining social responsibility. The organisation's approach demonstrates that leadership effectiveness emerges not from concentrated authority but from distributed capability, shared ownership, and community-focused purpose.
The Co-op are seeking to collaborate and partner with other businesses and organisations such as the British Retail Consortium, showing how cooperative leadership principles can enhance rather than constrain strategic partnerships and market positioning.
The Co-operative Group's leadership model offers valuable insights for any organisation seeking to balance stakeholder interests, develop sustainable performance, and maintain authentic social responsibility. In an era where trust in traditional leadership models continues to decline, Co-op's democratic approach provides a proven alternative that honours both commercial reality and human dignity.
What makes Co-op's leadership style different from traditional businesses? Co-op uses democratic leadership principles where members participate in decision-making, leaders are accountable to membership rather than shareholders alone, and the organisation prioritises community benefit alongside commercial success.
How does democratic leadership work in practice at Co-op? Co-op implements democratic leadership through member voting rights, transparent decision-making processes, distributed authority to frontline teams, and leadership development that emphasises facilitation rather than direction.
Can cooperative leadership principles work in competitive markets? Yes, Co-op demonstrates that democratic leadership can drive innovation, employee engagement, and customer loyalty that create competitive advantages whilst maintaining social responsibility and community impact.
What challenges does cooperative leadership face? Main challenges include balancing consensus-building with operational speed, managing diverse stakeholder interests, and maintaining democratic principles whilst achieving commercial objectives in competitive markets.
How does Co-op develop future leaders? Co-op emphasises growth over performance, provides diverse leadership opportunities, invests in continuous education and training, and creates developmental experiences that build both commercial and cooperative leadership capabilities.
What can other organisations learn from Co-op's leadership approach? Key lessons include the value of transparent communication, distributed decision-making, values-based hiring, authentic community engagement, and leadership models that prioritise collective success over individual achievement.
How has Co-op's leadership evolved under Steve Murrells? Murrells demonstrated brave and resilient leadership during crisis, maintained cooperative values whilst driving commercial performance, and showed how cooperative leaders can address social justice issues alongside business objectives.