Discover how ITV's transformational leadership style under CEO Carolyn McCall drives digital transformation, diversity initiatives, and the 'More than TV' strategy for sustainable growth.
Bottom Line Up Front: ITV employs a transformational leadership style under CEO Dame Carolyn McCall, combining collaborative decision-making, diversity-driven innovation, and strategic vision to navigate the rapidly evolving media landscape whilst maintaining its position as Britain's largest commercial broadcaster.
In an era where traditional broadcasters face existential threats from streaming giants and shifting viewer habits, ITV's leadership approach offers a compelling case study in organisational transformation. Like a seasoned ship captain navigating treacherous waters whilst charting new territories, Dame Carolyn McCall has steered ITV through its most significant strategic pivot since privatisation.
This comprehensive analysis examines the specific leadership methodologies that have enabled ITV to evolve from a linear television company into what McCall terms "More than TV" – a digitally-led media and entertainment powerhouse that serves 60 million viewers across multiple platforms.
Dame Carolyn McCall's leadership philosophy centres on the principle that "you have to get out and talk to your people and customers. You cannot sit in an office and think that you can control what's going on because you just can't." This approach exemplifies transformational leadership – a style that emphasises inspiration, intellectual stimulation, and individualised consideration.
McCall's track record speaks volumes about her transformational impact. Since joining in 2018, she has "successfully evolved ITV from a linear organisation to a strong linear and digital media, entertainment, and global production business." This metamorphosis required more than strategic planning; it demanded a leadership style capable of inspiring thousands of employees to embrace fundamental change.
Unlike the traditional autocratic models prevalent in British broadcasting's early decades, ITV's current leadership structure embodies what management theorists call "collaborative leadership." The company's Management Board includes diverse expertise spanning from Creative Diversity to Group Strategy, Policy and Regulation, creating what resembles a collegiate decision-making environment rather than a hierarchical command structure.
This collaborative approach mirrors the leadership style that guided Britain through its finest hours – think of Churchill's War Cabinet or Elizabeth I's Privy Council, where diverse voices contributed to momentous decisions whilst maintaining clear executive authority.
McCall unveiled the "More Than TV" strategy, outlining "three key areas — strengthening the integrated producer broadcaster, growing U.K. and global production, and creating a scaled direct-to-consumer business." This strategic vision demonstrates what leadership scholars call "future-oriented thinking" – the ability to anticipate market changes and position the organisation accordingly.
The ambitious scope of this transformation recalls the strategic foresight of British industrial pioneers like Isambard Kingdom Brunel, who envisioned transportation networks that wouldn't reach full potential for decades. Similarly, McCall's digital-first approach anticipated streaming trends that would become critical during the pandemic.
ITV is "currently in the process of appointing a chief technology officer and chief data officer to head up this part of the business," reflecting a leadership style that embraces analytical decision-making. This approach combines intuitive leadership with empirical evidence – a methodology that would have impressed even the most rigorous Victorian scientists.
The organisation's investment in data capabilities demonstrates what contemporary leadership theory calls "adaptive leadership" – the ability to modify strategies based on emerging information whilst maintaining core vision.
Perhaps nowhere is ITV's leadership style more evident than in its approach to diversity and inclusion. The company has implemented a "data-driven approach to DEI work to identify barriers and underrepresentation, focus efforts, and enable accountability," demonstrating what scholars term "authentic leadership" – where actions align with stated values.
ITV's £80 million Diversity Commissioning Spend represents more than corporate social responsibility; it exemplifies strategic leadership that recognises diverse perspectives as competitive advantages. This approach echoes the wisdom of historical British leaders who understood that strength comes from unity amongst diversity – from the Roman-British synthesis to the Commonwealth's multicultural strength.
The company's five colleague networks – spanning disability, ethnic minorities, LGBTQ+ issues, work-life balance, and women's advancement – create what leadership theorists call "distributed leadership." Rather than concentrating decision-making authority, this structure enables insights to flow upward from diverse perspectives.
This methodology resembles the best traditions of British democratic governance, where consultation and consensus-building strengthen rather than weaken executive authority.
The media industry's transformation rivals any disruption in British commercial history. Like the textile manufacturers who pivoted during the Industrial Revolution, ITV's leadership faced the choice between gradual decline or fundamental reinvention.
McCall's acknowledgment that ITV needed to move "away from being a business that's solely dependent on advertising revenue which is at best going to plateau" demonstrates what crisis management experts call "reality-based leadership" – the courage to confront uncomfortable truths whilst maintaining organisational confidence.
ITV's strategy to "launch additional SVoD services" and expand "direct-to-consumer business" required cross-functional collaboration spanning technology, content creation, marketing, and distribution. This orchestrated approach reflects what organisational psychologists term "systems thinking" – understanding how different organisational elements interconnect.
The complexity of this transformation would challenge even the most seasoned executives. Yet McCall's leadership style – combining clear vision with collaborative execution – enabled ITV to navigate these changes whilst maintaining operational excellence.
ITV's achievement that "85% of colleagues agree that their managers build an inclusive team environment" suggests a leadership philosophy that cascades throughout the organisation. This metric indicates what management researchers call "psychological safety" – the confidence employees feel to contribute ideas without fear of retribution.
This environment enables the innovation essential for creative industries. Like the collaborative spirit that produced British cultural achievements from Shakespeare's Globe Theatre to the BBC's golden age, ITV's leadership creates conditions where creativity flourishes.
The company's tracking of specific diversity metrics, including "33% increase in the number of lead roles featuring Black, Asian and Minority Ethnic talent," demonstrates leadership that combines social purpose with measurable outcomes. This approach reflects what scholars call "balanced scorecard leadership" – managing multiple performance dimensions simultaneously.
McCall's communication style – evident in her reflection that "you have to ask other people really, it's very hard to know" when discussing her leadership approach – demonstrates what communications experts call "authentic leadership voice." Rather than projecting false certainty, she acknowledges the collaborative nature of effective leadership.
This humility recalls the greatest British leaders – from Wellington's acknowledgment of his soldiers' contributions to Churchill's recognition of collective sacrifice. Such leadership builds trust through honesty rather than bravado.
ITV's positioning as a company that "connects with millions of people every day through the power of creativity" reflects leadership that understands narrative's power in organisational transformation. This approach demonstrates what cultural theorists call "meaning-making leadership" – the ability to help stakeholders understand their role in larger purposes.
ITV Studios America's operations, spanning partnerships and productions from "Good Witch" to "One Piece," require leadership that can navigate cultural differences whilst maintaining creative integrity. This global perspective reflects what international business scholars call "cultural intelligence" – the ability to operate effectively across diverse contexts.
This capability echoes Britain's historical role as a cultural bridge between Europe and the wider world, from the medieval period through the modern Commonwealth.
McCall's experience across different industries – from Guardian Media Group to easyJet to ITV – demonstrates what leadership theorists call "transferable leadership skills." Her ability to adapt leadership approaches to different contexts whilst maintaining core principles reflects the flexibility that has characterised British leadership across centuries.
ITV's vision "to be a digitally led media and entertainment company" required leadership that could balance technological innovation with creative excellence. This challenge parallels historical moments when British leaders had to integrate new technologies – from steam power to telecommunications – without losing essential capabilities.
The ITV Hub's "over 35m registered user accounts and over 500k subscribers to Hub+" represents successful digital transformation leadership that created new revenue streams whilst maintaining traditional strengths.
The strategic investments in technology infrastructure demonstrate what innovation experts call "ambidextrous leadership" – the ability to manage current operations whilst building future capabilities simultaneously.
McCall's total compensation of £4.09M, "comprised of 25.5% salary and 74.5% bonuses," reflects performance-based leadership alignment with shareholder interests. This structure demonstrates what corporate governance experts call "stakeholder capitalism" – balancing multiple constituency interests.
The focus on performance-based compensation aligns with British traditions of meritocratic advancement, where rewards follow results rather than hierarchy alone.
ITV's commitment to "averaging 5 percent compound annual growth in ITV Studios revenue at a margin of 14 percent-16 percent" demonstrates leadership that balances ambitious growth targets with realistic operational parameters.
ITV's investment in "enhanced training and development offer and growing colleague networks" reflects leadership that views human capital development as strategic priority rather than operational expense.
This approach echoes the British tradition of institutional investment in human development, from the establishment of universities to the creation of professional development systems that became global models.
ITV Academy's role in opening "doors and offered career paths for people from diverse backgrounds" demonstrates leadership that creates systematic approaches to capability building rather than relying on informal mentorship alone.
ITV's leadership style under Dame Carolyn McCall represents a sophisticated synthesis of transformational vision, collaborative execution, and adaptive management. Like the finest examples of British leadership throughout history – from Admiral Nelson's inspiring command to Clement Attlee's quiet effectiveness – this approach combines clear strategic direction with genuine empowerment of others.
The "More than TV" transformation required leadership capable of managing multiple complex transitions simultaneously: technological disruption, changing consumer behaviour, industry consolidation, and evolving social expectations. McCall's success in navigating these challenges whilst maintaining operational excellence offers valuable insights for leaders across industries.
As streaming services reshape global entertainment and artificial intelligence transforms content creation, ITV's leadership model – emphasising collaboration, diversity, innovation, and authentic communication – provides a framework for thriving amidst uncertainty. The company's journey from traditional broadcaster to integrated media powerhouse demonstrates that transformational leadership, when executed with British pragmatism and determination, can achieve remarkable results.
For executives facing their own industry disruptions, ITV's experience suggests that success requires not just strategic vision but the leadership capability to inspire organisations through fundamental change whilst maintaining the values and capabilities that created original success.
What specific leadership style does Carolyn McCall use at ITV? McCall employs a transformational leadership style characterised by collaborative decision-making, emphasis on diversity and inclusion, clear strategic vision, and employee empowerment. She combines inspirational motivation with intellectual stimulation to drive organisational change.
How has ITV's leadership approach changed under Carolyn McCall? Since 2018, McCall has shifted ITV from a traditional hierarchical broadcaster to a collaborative, digitally-led organisation. The "More than TV" strategy reflects transformational leadership that anticipates industry changes whilst building new capabilities.
What role does diversity play in ITV's leadership strategy? Diversity forms a core component of ITV's leadership philosophy, with £80 million invested in diverse commissioning and comprehensive inclusion programmes. This reflects values-based leadership that views diversity as a competitive advantage rather than mere compliance.
How does ITV's leadership style compare to other media companies? ITV's collaborative, transformational approach contrasts with more autocratic styles common in traditional media. The emphasis on employee networks, transparent communication, and data-driven decision-making reflects modern leadership best practices.
What leadership challenges has ITV faced during digital transformation? Key challenges included managing technological disruption, changing viewer habits, increased competition from streaming services, and evolving advertiser expectations. McCall's adaptive leadership approach enabled ITV to navigate these challenges whilst building new revenue streams.
How does ITV's international expansion reflect its leadership style? ITV Studios' global operations demonstrate cultural intelligence and adaptive leadership, maintaining creative integrity whilst operating across diverse markets. This reflects the collaborative approach that characterises the company's overall leadership philosophy.
What lessons can other executives learn from ITV's leadership approach? Key lessons include the importance of authentic communication, collaborative decision-making, strategic patience during transformation, investment in employee development, and maintaining operational excellence whilst building future capabilities.