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i

Corporate Volunteering, Responsibility,

and Employee Entrepreneurship

Supporting employee entrepreneurship is among the major challenges

contemporary organisations face. Many facets of corporate entrepreneur-
ship are investigated, and the body of knowledge in the field is growing
rapidly; nevertheless, there are still knowledge and research gaps to be
filled. Notably, while there are studies linking HRM with corporate entre-
preneurship, studies on connections between corporate social responsi-
bility (CSR)-​oriented practices and corporate/​employee entrepreneurship
are to be developed.
The main goal of this book is to explain relationships between cor-
porate volunteering and employee entrepreneurship in organisations.
The book combines two extremely vivid fields of research: entrepreneur-
ship and CSR. Based on their own research, the authors present how
participation in corporate volunteering, as one of the CSR practices in
organisations, leads to strengthening employee entrepreneurial behav-
iour. The book offers a framework showing the role of CSR practices in
shaping entrepreneurial and innovative employees’ behaviour.
This book is aimed mainly at post-​ graduates, researchers, and
academics in the fields of entrepreneurship and corporate volunteering.
As it touches vital fields of managerial education and management, it
will also be of interest to master-​level students at universities or business
schools as well as business practitioners.

Aldona Glińska-​Neweś is Professor and Head of The Scientific Discipline

Council of Management and Quality Studies, as well as Head of the
Department of Organizational Behavior and Marketing at the Faculty of
Economic Sciences and Management, Nicolaus Copernicus University in
Toruń, Poland.

Beata Glinka is Professor and Head of the Chair of Entrepreneurship

and Management Systems at the Faculty of Management, University of
Warsaw, Poland.
ii

Routledge Studies in Entrepreneurship and Small Business

Edited by Robert Blackburn,
University of Liverpool, UK

Information Technology and Competitive Advantage in Small Firms

Brian Webb and Frank Schlemmer

Entrepreneurship and Small Business Development in Post-​Socialist

Economies
David Smallbone and Friederike Welter

The Management of Small and Medium Enterprises

Matthias Fink and Sascha Kraus

Small Business and Effective ICT: Stories and Practical Insights

Carmine Sellitto, Scott Bingley, David A. Banks, and Stephen Burgess

Motivating SMEs to Cooperate and Internationalize

A Dynamic Perspective
George Tesar and Zsuzsanna Vincze

How Small to Medium Enterprises Thrive and Survive in Turbulent

Times: From Deconstructing to Synthesizing Organizational Resilience
Capabilities
Yiu Hia Chu and Kosmas Smyrnios

Managing People in Small and Medium Enterprises in Turbulent Contexts

Alexandros Psychogios and Rea Prouska

Business Transfers, Family Firms and Entrepreneurship

Edited by Bérangère Deschamps, Audrey Missonier, Catherine
Thévenard-​Puthod, Paulette Robic and Dominique Barbelivien

The Persistence of Entrepreneurship Myths: Reclaiming Enterprise

Simon Bridge

Corporate Volunteering, Responsibility, and Employee Entrepreneurship

Aldona Glińska-​Neweś and Beata Glinka
iii

Corporate Volunteering,
Responsibility, and Employee
Entrepreneurship

Aldona Glińska-​Neweś and

Beata Glinka
iv

First published 2021

by Routledge
605 Third Avenue, New York, NY 10158
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2021 Aldona Glińska-Neweś and Beata Glinka
The right of Aldona Glińska-​Neweś and Beata Glinka to be identified
as authors of this work has been asserted in accordance with sections 77
and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or utilised
in any form or by any electronic, mechanical, or other means, now known or
hereafter invented, including photocopying and recording, or in any information
storage or retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or registered trademarks,
and are used only for identification and explanation without intent to infringe.
Library of Congress Cataloging-​in-​Publication Data
A catalog record for this title has been requested
ISBN: 978-​1-​032-​04811-​6 (hbk)
ISBN: 978-​1-​032-​04812-​3 (pbk)
ISBN: 978-​1-​003-​19475-​0 (ebk)
DOI: 10.4324/​9781003194750
Typeset in Sabon
by Newgen Publishing UK
v

Contents

List of Figures  viii

List of Boxes  ix
About the Authors  x
Acknowledgements  xi

Introduction  1
Opening Remarks 1
Structure of the Book 3

1 Corporate Entrepreneurship  7
1.1 The Phenomenon of Corporate Entrepreneurship 8
1.1.1 The Understanding of Corporate Entrepreneurship 8
1.1.2 The Role of Corporate Entrepreneurship 10
1.2 Different Facets of Corporate Entrepreneurship 13
1.3 Measuring Corporate Entrepreneurship: Corporate
Entrepreneurship as a Construct 17

2 Who Becomes a Corporate Entrepreneur, and How?  22

2.1 Between Individual and Corporate Entrepreneurship 23
2.2 Corporate Entrepreneurs in Organisations 28

3 Designing the Entrepreneurial Environment  38

3.1 External Context of Corporate Entrepreneurship 38
3.2 Organisational Architecture: The Internal Context of
Corporate Entrepreneurship 41
3.2.1 Culture 42
3.2.2 Resources 45
3.2.3 Structure, Processes, and Procedures 47
3.2.4 Leadership, Management, and HR Practices 50
3.3 Corporate Entrepreneurship Strategy: Best Practices and
Pitfalls in Corporate Entrepreneurship 52
vi

vi Contents
4 Corporate Social Responsibility as a Booster of
Employee Entrepreneurial Activities  59
4.1 Corporate Social Responsibility and Its Effects on
Companies 60
4.2 Corporate Social Responsibility and Work
Meaningfulness 62
4.3 Corporate Social Responsibility and Organisational
Commitment 63
4.4 Corporate Social Responsibility and Work Engagement 64
4.5 Corporate Social Responsibility and Relationships
at Work 65
4.6 Behavioural Effects of CSR and Corporate
Entrepreneurship 65

5 Nature, Types, and Outcomes of Corporate

Volunteering  74
5.1 Types of Corporate Volunteering 75
5.2 The Effects of Corporate Volunteering 78
5.3 Corporate Volunteering and Positive Relationships
at Work 81
5.4 Corporate Volunteering and Work Meaningfulness 82
5.5 Corporate Volunteering and Organisational
Commitment 84

6 Corporate Volunteering and Employee Competency

Development  89
6.1 Employee Competencies Developed Through Corporate
Volunteering 90
6.2 Characteristics of Volunteer Work and Work
Meaningfulness 92
6.3 Corporate Volunteering, Connectedness, and
Competency Development 93
6.4 Volunteer Contact with Beneficiaries 95
6.5 Logics of Competency Development Through Volunteer
Contact with Different Types of Beneficiaries 99

7 Volunteering and Entrepreneurship: Case Studies  105

7.1 Corporate Volunteering in Poland 106
7.2 The Study 107
7.2.1 Citi Handlowy Bank 108
7.2.2 Grupa Żywiec 112
7.2.3 PZU Group and PZU Foundation 115
7.3 Volunteer–​Entrepreneurs: Final Remarks 122
vi

Contents vii
8 Concluding Remarks  124
8.1 Summary of Findings: The Framework of Corporate
Volunteering Contribution to Corporate
Entrepreneurship 124
8.2 Contributions and Practical Implications 126
8.3 Limitations and Further Research 127

Index  129
vi

Figures

1.1 Corporate entrepreneurship: the essence of the phenomenon 9

3.1 Entrepreneurial and bureaucratic cultures 42
6.1 Work-​related skills and abilities developed due to
participation in corporate volunteering. 90
6.2 Who would you like to help in the coming year? 96
6.3 Four logics of employee competency development through
corporate volunteering 100
8.1 The process of corporate volunteering contribution to
corporate entrepreneurship 126
xi

Boxes

1.1 Entrepreneurial Approach 12

1.2 Internal and External Corporate Ventures 14
1.3 Corporate Entrepreneurship as a Part of Corporate Strategy 16
2.1 Individual and Corporate Entrepreneurs 27
2.2 Corporate Entrepreneurs and Entrepreneurial Teams as
Drivers of Change and Innovation 30
3.1 External Context of Corporate Entrepreneurship 40
3.2 Internal Obstacles to Corporate Entrepreneurship 44
3.3 Resources and Corporate Entrepreneurship 45
5.1 ‘Yes! I Help’ as an Example of a Corporate Volunteering
Programme 75
5.2 Intra-​organisational Volunteering in Unum Życie TUiR SA 77
6.1 Lever Basic: The Competency Test for Volunteers 90
6.2 Examples of Corporate Volunteering Projects 97
7.1 The Charter of Principles of Employee Volunteering 106
x

About the Authors

Aldona Glińska-​Neweś is Professor and Head of The Scientific Discipline

Council of Management and Quality Studies, as well as the head of
the Department of Organizational Behavior and Marketing at the
Faculty of Economic Sciences and Management, Nicolaus Copernicus
University in Toruń, Poland. She is also a member of the council of the
University Centre of Excellence IMSErt—​Interacting Minds, Societies,
Environments—​at the same university. She is a member of various
communities, including the Polish Academy of Sciences Committee of
Management Sciences and the European Academy of Management. Her
research focus is on organisational behaviour and responsible business.
Specific areas of her recent research include interpersonal relationships
at work, employee green behaviours, and corporate volunteering.
She authored and co-​authored articles published in such journals as
Nonprofit Leadership and Management, Social Responsibility Journal,
Journal of Organizational Change Management, and Baltic Journal of
Management.
Beata Glinka is Professor and Head of Chair of Entrepreneurship and
Management Systems at the Faculty of Management, University of
Warsaw, Poland. She is a member of Polish and international scientific
communities (including the Polish Academy of Sciences Committee of
Management Sciences and the European Academy of Management),
as well as advisory/​evaluation bodies in Poland. Her research focus is
on entrepreneurship, immigrant entrepreneurship, and cultural con-
text of management and entrepreneurship. Recently she published a
book: Immigrant Entrepreneurship. Cases from contemporary Poland
(Routledge). She authored and co-​authored numerous publications in
renowned journals (including Journal of Business Research, Management
Decision, and Journal of Organizational Change Management).
xi
newgenprepdf

Acknowledgements

This book is based on results of the project funded by the National

Science Centre, Poland (DEC-​2017/​25/​B/​HS4/​01113).
We would like to thank all who helped us develop this project. First
of all, we would like to thank our colleagues at Nicolaus Copernicus
University in Toruń, the University of Oulu, and the University of Warsaw,
who inspired us to look for new opportunities in joint publications. We
would like to express our sincere gratitude to the reviewers, whose valu-
able comments allowed us to improve this publication.
We also want to thank our co-​ operators in business and among
students, who made us realise that both corporate entrepreneurship and
corporate volunteering are topics of great practical importance.
xi
1

Introduction

The phenomena of organisational survival and (sustainable) development

have consistently attracted the attention and efforts of researchers. Multiple
aspects of these phenomena are being addressed from the perspectives of
many disciplines and on many ontological levels (individual, organisa-
tional, environmental). Within management studies, scholars specialising
in strategic management, human resources (HR) management, corporate
social responsibility (CSR), organisation design, performance manage-
ment, and many other fields investigate these phenomena. Their studies
provide diverse results and significantly contribute to the development of
management science, as well as managerial practice.
In our book, we contribute to this diversity and show how, in established
organisations, employees’ entrepreneurial behaviours, which are assumed
to be key factors in these organisations’ survival, are reinforced through
employee participation in one practice related to CSR—​ namely, cor-
porate volunteering.

Opening Remarks
A focus on entrepreneurship within established organisations is not new,
and many scholars have discussed the phenomenon of what is known as
corporate entrepreneurship (CE) (see e.g. Morris et al., 2010), pointing
out its importance in a changing, uncertain environment.
After Sharma and Chrisman (1999, p. 18), we apply a broad definition
of CE as ‘the process whereby an individual or group of individuals, in
association with an existing organisation, create a new organization or
instigate renewal or innovation within that organization’. We treat CE
as a processual phenomenon resulting from the perceptions, attitudes,
and behaviours of individuals (supported by colleagues) within certain
organisational and environmental contexts. CE is a multi-​dimensional,
complex, and context-​sensitive phenomenon that can be analysed on
three major levels: individual, team, and organisational (see Chapter 1
for more details).

DOI: 10.4324/9781003194750-1
2

2 Introduction
Concepts connected with CE have been developed by scholars for the
last 50 years (see e.g. Arz, 2017; Burger & Blažková, 2020). CE can
be perceived as a goal in itself, or as a tool for survival, for building a
learning organisation, or for developing a strategy of survival and devel-
opment in highly competitive markets. CE, after 50 years of development,
can be considered not a managerial fad but rather a lasting and poten-
tially promising tendency. Many scholars stress that the overreliance on
stability and procedures may lead to bureaucracy and a lack of competi-
tiveness in a rapidly changing environment (Morris & Kuratko, 2002).
Such a bureaucratic setting often supports strategic myopia among man-
agers (or to be more precise, its negative side), often leading to opportun-
ities being missed in different aspects of organisational functioning (see
e.g. Czakon & Kawa, 2018). Entrepreneurial organisations are opposed
to those dominated by bureaucracy that supports the myopic managerial
perceptions that can hinder opportunity recognition.
The assumption that CE is a fundamental way to support the develop-
ment of companies, and sustaining their competitive advantage is quite
visible in studies, as well as textbooks and publications for managers
(Burns, 2020). We would like to follow this path, but we intend to show
CE from a new perspective. Specifically, we aim to present CE as a pro-
cess that may be related with, and result from, CSR and its practices,
such as corporate volunteering. Thus, we want to combine in our frame-
work selected elements of different disciplines: entrepreneurship, CSR,
and organisational behaviour. We believe that such an approach sheds
new light on CE, and particularly on the antecedents of entrepreneurial
behaviours of employees.
The inspiration for this book came from a conversation we had in
late 2020 on possible common research projects. It is important to note
that we represent two distinct subdisciplines of management studies—​
entrepreneurship and organisational behaviour—​and at first sight we
thought that these two fields were quite distant. However, when diving
into the details, we realised that these ‘distant fields’ do have many things
in common, and quite often we simply approach similar problems from
different perspectives. Hence, we decided to combine our perspectives
in this publication and propose an approach that shows corporate
volunteering as a factor that can promote entrepreneurship among
employees. More specifically, we argue that employee perceptions of
CSR, as well as their participation in CSR-​related initiatives such as cor-
porate volunteering, are capable of boosting CE through building an
environment that enhances employee entrepreneurial behaviours.
Both activities—​ volunteering and entrepreneuring—​ require (and
develop) similar competencies; they include a more active approach and
an ability to recognise opportunities and build differentiated networks of
relations. However, in this book we go far beyond the problem of com-
petency development alone and focus our attention on a larger set of
employee attitudes and behaviours.
3

Introduction 3
Studies conducted so far show that corporate volunteering generates a
multitude of employee attitudes, behaviours, and competencies that are
important for both organisations and individuals (Dreesbach-​Bundy &
Scheck, 2017; Rodell et al., 2016). In our approach, we argue that, based
on the aforementioned effects, corporate volunteering develops affects,
perceptions, and mindsets that support employee initiative and entrepre-
neurial behaviour and, in consequence, contribute to CE. The most sig-
nificant effects of volunteering in this regard include strengthened work
meaningfulness, relationships, open cross-​ functional communication,
and organisational commitment.
In our theoretical considerations, as well as in case studies, we dem-
onstrate the relationship between employee participation in corporate
volunteering projects and their entrepreneurial behaviours. As we
mentioned, both issues have already been presented separately. We com-
bine them in a single framework that locates the aforementioned relations
in an organisational context, stimulating both kinds of activities, i.e.
entrepreneuring and corporate volunteering.
The book contributes to management studies in the subdisciplines of
entrepreneurship, CSR, and organisational behaviour. Its main contri-
bution lies in including CSR in the discourse regarding antecedents of
CE. Moreover, the book builds a better business case for CSR, delivering
rationales for business engagement in socially responsible initiatives as
being supportive of company survival and development.

Structure of the Book

The first chapter reviews concepts connected with CE. Basing on existing
entrepreneurship scholarship (Burns, 2020; Kuratko et al., 2019; Morris
et al., 2010), we discuss different approaches to CE and corporate innov-
ation (including corporate venturing and other concepts). We show how
these different strands are interconnected and address the challenge to
organisations in building and sustaining competitive advantage.
This opening chapter concludes with a strict definition of our focus:
we show that we are most interested in entrepreneurship performed on
the individual level—​employees who innovate use their creative capaci-
ties to spot and create opportunities important to the whole organisation.
This choice is explained in a detailed way and directs the analyses in the
subsequent part of the book.
Chapter 2 is devoted to the entrepreneurial individual within the
organisation. The concept of entrepreneurial competencies is discussed,
as well as differences between individual and corporate entrepreneurs.
Some differences and challenges connected with the position of an indi-
vidual within an organisation (e.g. managerial or not) are also depicted.
We offer a complex approach to individual-​level entrepreneurship and
link it to internal cooperation, as well as to the organisational context
(discussed in Chapter 3).
4

4 Introduction
Chapter 3 introduces the individual employee working in an organ-
isational context. Here, we analyse factors influencing the entrepre-
neurship of employees and concentrate on the organisational level.
Elements connected with strategy, organisational design and job design,
HR practices, and organisational culture are presented. We show some
barriers that block employee entrepreneurial behaviour and contrast
them with best practices that foster such behaviour. In the last part of the
chapter, we open a discussion on the role of HR and CSR in employee
entrepreneurship.
Chapter 4 builds on the discussion commenced in Chapter 3. We focus
specifically on employee perceptions of CSR and explain the process
by which they boost employee entrepreneurial activities. We argue that
working for a socially responsible company that contributes towards the
greater good gives employees a sense of purpose and adds meaningful-
ness to their work. Perceived CSR also enhances employee relationships
with both the company and peers, contributing to employee commitment
and work engagement. In turn, the experienced meaningfulness, posi-
tive relationships at work, commitment, and work engagement combine
to make employees feel confident in their generative competencies and
encourage them to engage in solving problems creatively. As a result,
these behavioural effects play a mediating role between CSR and CE.
In Chapter 5, we present the essence of corporate volunteering and
its various forms, as implemented in contemporary companies, including
inter-​
, intra-​, and extra-​ organisational volunteering, followed by
examples of volunteer projects obtained from companies operating in
Poland. This chapter also depicts the state of the art in regard to organ-
isational outcomes of employee participation in corporate volunteering.
We focus particularly on positive relationships at work, work meaning-
fulness, and organisational commitment, arguing these to be the primary
effects of employee participation in corporate volunteering.
Chapter 6 refers back to the concept of entrepreneurial competen-
cies introduced in Chapter 2 to discuss the mechanisms for developing
employee competencies through corporate volunteering. We present the
role of volunteer work characteristics in the process and again discuss
the mediating role of work meaningfulness and relationships with others;
this time, though, we treat them as mediators between volunteer work
characteristics and employee competency development. We focus spe-
cifically on the type of beneficiaries and the intensity of employee con-
tact with them as the key characteristics of volunteer work. The chapter
presents a framework of four logics of volunteer competency develop-
ment, explaining how combinations of beneficiary type and intensity of
contact with beneficiaries strengthen specific aspects of the cognitive,
emotional, and social intelligence competencies of employee-​volunteers.
Chapter 7 is designed to exemplify the relations between corporate
volunteering and employees’ entrepreneurship. Based on our research,
we present three case studies from the Polish economy. We used a case
5

Introduction 5
study method based on qualitative investigation (interviews) and ana-
lysis of documents (provided by the companies or available on official
company websites). It is important to emphasise that the Polish economy
is characterised by a particularly high increase in the scale of corporate
volunteering implemented in companies (Responsible Business Forum,
2020). To illustrate this phenomenon, we used the cases of:

1 Citi Handlowy Bank (a bank created from the merger of Citibank

and Bank Handlowy in 2001), and the Citi Handlowy Kronenberg
Foundation (established by the bank to support its philanthropy
mission),
2 Grupa Żywiec (one of the leading beer producers in Poland, associated
with Heineken Group), and
3 PZU Group (a Polish insurance group) and PZU Foundation (which
supports volunteering activities in PZU Group).

These three companies represent various sectors and organisational

settings, which allows us to discuss employee volunteering and its impact
on CE in different contexts.
In the concluding chapter, we wrap up analyses from the book and
offer a short summary of the issues we have investigated. We summarise
our findings regarding the actual and potential role that CSR practices,
like corporate volunteering, play in fostering CE. The chapter presents
a framework explaining the process through which employee participa-
tion in corporate volunteering contributes to CE. We stress the theoret-
ical contributions and practical applications of the issues discussed in
the book. The chapter concludes with the limitations of our study and
sketches out some avenues for future research in the field.

Bibliography
Arz, C. (2017). Mechanisms of organizational culture for fostering corporate
entrepreneurship: A systematic review and research agenda. Journal of
Enterprising Culture, 25(4), 361–​409.
Burger, L., & Blažková, I. (2020). Internal determinants promoting corporate
entrepreneurship in established organizations: A systematic literature review.
Central European Business Review, 9(2), 19–​45.
Burns, P. (2020). Corporate entrepreneurship and innovation (4th ed.).
Macmillan.
Czakon, W., & Kawa, A. (2018). Network myopia: An empirical study of net-
work perception. Industrial Marketing Management, 73, 116–​124.
Dreesbach-​Bundy, S., & Scheck, B. (2017). Corporate volunteering: A biblio-
metric analysis from 1990 to 2015. Business Ethics, 26(3), 240–​256.
Kuratko, D. F., Goldsby, M. G., & Hornsby, J. S. (2019). Corporate innovation:
Disruptive thinking in organizations. Routledge.
Morris, M. H., & Kuratko, D. F. (2002). Corporate entrepreneurship. South-​
Western/​Harcourt College.
6

6 Introduction
Morris, M. H., Kuratko, D. F., & Covin, J. G. (2010). Corporate entrepreneur-
ship & innovation (3rd ed.). South-​Western, Cengage Learning.
Rodell, J. B., Breitsohl, H., Schröder, M., & Keating, D. J. (2016). Employee
volunteering: A review and framework for future research. Journal of
Management, 42(1), 55–​84.
Sharma, P., & Chrisman, J. J. (1999). Toward a reconciliation of the definitional
issues in the field of corporate entrepreneurship. Entrepreneurship Theory and
Practice, 23(3), 11–​27.

Internet Source
Responsible Business Forum (2020) http://​odpowiedzialnybiznes.pl/​english
7

1 
Corporate Entrepreneurship

This first chapter offers a review of concepts associated with corporate

entrepreneurship (CE). Basing on existing entrepreneurship scholarship
(e.g. Burns, 2020; Kuratko et al., 2019; Morris et al., 2010), we dis-
cuss different approaches to CE and different forms of CE (including
corporate venturing and strategic entrepreneurship). We show how these
different strands interconnect and address the challenge of building and
sustaining competitive advantage by organisations. We treat CE as an
important answer to the great managerial challenge of securing survival
and sustainable development of companies.
Traditionally, the concept of entrepreneurship was attributed to newly
created ventures, and entrepreneurs were addressed as individuals who
spot opportunities and turn them into ventures. Thus, for many years
entrepreneurship concepts and studies did not address existing com-
panies. As Gartner et al. (1992, p. 15) claim, ‘entrepreneurial behavior is
“different” from organizational behavior’. People in existing organisations
do differ in goals, mindsets, and access to resources. Moreover, many
definitions of entrepreneurship stress that it is the quest for opportunity
recognition (creation) and exploitation, regardless of current resources—​
against this background, CE may seem, at least partly, a contradiction
and ‘one could question the entire premise of the concept of “corporate
entrepreneurship” ’ (Phan et al., 2009, p. 198). In existing organisations,
people usually have access to resources. However, the quest for opportun-
ities is important for both emerging and existing companies, and novelty
connected with opportunity recognition is always associated with risk.
Thus entrepreneurship, entrepreneurial orientation, and entrepreneurial
behaviour are increasingly associated with existing companies, where it
has a significant role to play in building sustainable competitive advan-
tage. For example, Paul Burns (2020), in his book on CE and innovation,
entitled one chapter ‘Can big companies survive?’ and claimed that big
organisations were finding it more and more difficult to deal with the
new age of uncertainty and ‘super-​competition’ (Burns, 2020, p. 9). The
author claims that CE, innovations, and an entrepreneurial mindset can
help to address the challenges companies face.

DOI: 10.4324/9781003194750-2
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TRANSFORMATION OF PHILIP JETTAN ***
THE TRANSFORMATION OF
PHILIP JETTAN
 GEORGETTE HEYER

Bibliographical Note

First publication: Mills & Boon, London, 1923

The original edition was published with the subtitle

A Comedy of Manners,
and the author used the pseudonym Stella Martin.
The book was later published as Powder and Patch,
with Chapter Twenty deleted.
 Contents
One The House of Jettan
Two In Which Is Presented Mistress Cleone Charteris
Three Mr. Bancroft Brings Trouble into Little Fittledean
Four The Trouble Comes to a Head
In Which Philip Finds That His Uncle Is More Sympathetic
Five
Than His Father
Six The Beginning of the Transformation
Seven Mr. Bancroft Comes to Paris and Is Annoyed
Eight In Which Philip Delivers Himself of a Rondeau
Nine Mr. Bancroft Is Enraged
Ten In Which a Letter Is Read
Eleven Philip Astonishes His Uncle
Twelve Philip Plays a Dangerous Game
Thirteen Sir Maurice Comes to Town
Fourteen The Strange Behaviour of Mistress Cleone
Fifteen Lady Malmerstoke on Husbands
Sixteen Mistress Cleone Finds There Is No Safety in Numbers
Seventeen Mistress Cleone at Her Wits' End
Eighteen Philip Takes Charge of the Situation
Nineteen Philip Justifies His Chin
Twenty Mademoiselle de Chaucheron Rings Down the Curtain
 One
The House of Jettan
If you searched among the Downs in Sussex, somewhere between
Midhurst and Brighthelmstone, inland a little, and nestling in modest
seclusion between two waves of hills, you would find Little
Fittledean, a village round which three gentlemen had built their
homes. One chose the north side, half a mile away, and on the slope
of the Downs. He was Mr. Winton, a dull man with no wife, but two
children, James and Jennifer. The second built his house west of the
village, not far from the London Road and Great Fittledean. He was
one Sir Thomas Jettan. He chose his site carefully, beside a wood,
and laid out gardens after the Dutch style. That was way back in the
last century when Charles the Second was King, and what had then
been a glaring white erection, stark-naked and blatant in its sylvan
setting, was now, some seventy years later, a fair place, creeper-
hung, and made kindly by the passing of the years. The Jettan who
built it became inordinately proud of the house. Never a day passed
but he would strut round the grounds, looking at the nude structure
from a hundred different points of vantage. It was to be the country
seat of the Jettans in their old age; they were to think of it almost as
they would think of their children. It was never to be sold; it was to
pass from father to son and from son to grandson through countless
ages. Nor must it accrue to a female heir, be she never so direct, for
old Tom determined that the name of Jettan should always be
associated with the house.
Old Tom propounded these notions to the whole countryside. All his
friends and his acquaintances were shown the white house and told
the tale of its owner's past misdemeanours and his present virtue—a
virtue due, he assured them, to the possession of so fair an estate.
No more would he pursue the butterfly existence that all his
ancestors had pursued before him. This house was his anchor and
his interest; he would rear his two sons to reverence it, and it might
even be that the tradition which held every Jettan to be a wild fellow
at heart should be broken at last.
The neighbours laughed behind their hands at old Tom's
childishness. They dubbed the hitherto unnamed house "Tom's
Pride," in good-humoured raillery.
Tom Jettan was busy thinking out a suitable name for his home
when the countryside's nickname came to his ears. He was not
without humour in spite of his vanity, and when the sobriquet had
sunk into his brain, he chuckled deep in his chest, and slapped his
knee in appreciation. Not a month later the neighbours were
horrified to find, cunningly inserted in the wrought-iron gates of the
white house, a gilded scroll bearing the legend, "Jettan's Pride." No
little apprehension was felt amongst them at having their secret joke
thus discovered and utilised, and those who next waited on Tom did
so with an air of ashamed nervousness. But Tom soon made it clear
that, far from being offended, he was grateful to them for finding an
appropriate name for his home.
His hopeful prophecy concerning the breaking of tradition was not
realised in either of his sons. The elder, Maurice, sowed all the wild
oats of which he was capable before taking up his abode at the
Pride; the other, Thomas, never ceased sowing wild oats, and
showed no love for the house whatsoever.
When old Tom died he left a will which gave Maurice to understand
that if, by the time he was fifty years of age, he still refused to settle
down at the Pride, it was to pass to his brother and his brother's
heirs.
Thomas counselled Maurice to marry and produce some children.
"For damme if I do, my boy! The old man must have lost his
faculties to expect a Jettan to live in this hole! I tell ye flat, Maurice,
I'll not have the place. 'Tis you who are the elder, and you must
assume the—the responsibilities!" At that he fell a-chuckling, for he
was an irrepressible scamp.
"Certainly I shall live here," answered Maurice. "Three months here,
and nine months—not here. What's to stop me?"
"Does the will allow it?" asked Tom doubtfully.
"It does not forbid it. And I shall get me a wife."
At that Tom burst out laughing, but checked himself hurriedly as he
met his brother's reproving eye.
"God save us, and the old gentleman but three days dead! Not that I
meant any disrespect, y'know. Faith, the old man 'ud be the first to
laugh with me, stap me if he wouldn't!" He stifled another laugh,
and shrugged his shoulders. "Or he would before he went crazy-
pious over this devilish great barn of a house. You'll never have the
money to keep it, Maurry," he added cheerfully, "let alone a wife."
Maurice twirled his eyeglass, frowning.
"My father has left even more than I expected," he said.
"Oh ay! But it'll be gone after a week's play! God ha' mercy, Maurry,
do ye hope to husband it?"
"Nay, I hope to husband a wife. The rest I'll leave to her."
Tom came heavily to his feet. He stared at his brother, round-eyed.
"Blister me, but I believe the place is turning you like the old
gentleman! Now, Maurry, Maurry, stiffen your back, man!"
Maurice smiled.
"It'll take more than the Pride to reform me, Tom. I'm thinking that
the place is too good to sell or throw away."
"If I could lay my hand on two thousand guineas," said Tom,
"anyone could have the Pride for me!"
Maurice looked up quickly.
"Why, Tom, all I've got's yours, you know very well! Take what you
want—two thousand or twenty."
"Devilish good of you, Maurry, but I'll not sponge on you yet. No,
don't start to argue with me, for my head's not strong enough what
with one thing and another. Tell me more of this wife of yours. Who
is it to be?"
"I haven't decided," replied Maurice. He yawned slightly. "There are
so many to choose from."
"Ay—you're an attractive devil—'pon my word you are! What d'ye
say to Lucy Farmer?"
Maurice shuddered.
"Spare me. I had thought of Marianne Tempest."
"What, old Castlehill's daughter? She'd kill you in a month, lad."
"But she is not—dowerless."
"No. But think of it, Maurry! Think of it! A shrew at twenty!"
"Then what do you think of Jane Butterfield?"
Thomas pulled at his lip, irresolute.
"I'm not decrying the girl, Maurice, but Lord! could you live with
her?"
"I've not essayed it," answered Maurice.
"No, and marriage is so damned final! 'Tisn't as though ye could live
together for a month or so before ye made up your minds. I doubt
the girl would not consent to that."
"And if she did consent, one would not desire to wed her," remarked
Maurice. "A pity. No, I believe I could not live with Jane."
Thomas sat down again.
"The truth of it is, Maurry, we Jettans must marry for love. There's
not one of us ever married without it, whether for money or no."
"'Tis so unfashionable," objected Maurice. "One marries for
convenience. One may have fifty different loves."
"What! All at once? I think you'd find that a trifle inconvenient,
Maurry! Lord! just fancy fifty loves, oh, the devil! And three's enough
to drive one crazed, bruise me if 'tis not."
Maurice's thin lips twitched responsively.
"Gad no! Fifty loves spread over a lifetime, and you're not bound to
one of them. There's bliss, Tom, you rogue!"
Thomas shook a wise finger at him, his plump, good-humoured face
solemn all at once.
"And not one of them's the true love, Maurry. For if she were, faith,
she'd not be one of fifty! Now, you take my advice, lad, and wait.
Damme, we'll not spoil the family record!

"A rakish youth, says the Jettan adage,

Marriage for love, and a staid old age.

"I don't know that it's true about the staid old age, though. Maybe
'tis only those who wed for love who acquire virtue. Anyway, you'll
not break the second maxim, Maurry."
"Oh?" smiled Maurice. "What's to prevent me?"
Thomas had risen again. Now he slipped his arm in his brother's.
"If it comes to prevention, old sobersides, I'm game. I'll make an
uproar in the church and carry off the bride. Gad, but 'twould be
amusing! Carry off one's brother's bride, under his stern nose. Devil
take it, Maurry, that's just what your nose is! I never thought on't
before—stern, grim, old—now, steady, Tom, my boy, or you'll be
laughing again with the old gentleman not yet underground!"
Maurice waited for his brother's mirth to abate.
"But, Tom, 'tis very well for you to counsel me not to wed without
love! I must marry, for 'tis certain you'll not, and we must have
heirs. What's to be done, I'd like to know?"
"Wait, lad, wait! You're not so old that you can't afford to hold back
yet awhile."
"I'm thirty-five, Tom."
"Then you have fifteen years to run before you need settle down.
Take my advice, and wait!"
The end of it was that Maurice did wait. For four years he continued
to rove through Europe, amusing himself in the usual way of
gentlemen of his day, but in 1729 he wrote a long letter from Paris
to his brother in London, declaring himself in love, and the lady an
angel of goodness, sweetness, amiability, and affection. He said
much more in this vein, all of which Tom had to read, yawning and
chuckling by turns. The lady was one Maria Marchant. She brought
with her a fair dowry and a placid disposition. So Tom wrote off to
Maurice at once, congratulating him, and bestowing his blessing on
the alliance. He desired his dear old Maurry to quit travelling, and to
come home to his affectionate brother Tom.
In a postscript he added that he dropped five hundred guineas at
Newmarket, only to win fifteen hundred at dice the very next week,
so that had it not been for his plaguey ill-luck in the matter of a
small wager with Harry Besham, he would to-day be the most care-
free of mortals, instead of a jaded creature, creeping about in terror
of the bailiffs from hour to hour.
After that there was no more correspondence. Neither brother felt
that there was anything further to be said, and they were not men
to waste their time writing to one another for no urgent matter.
Thomas thought very little more about Maurice's marriage. He
supposed that the wedding would take place in England before many
months had gone by; possibly Maurice would see fit to return at
once, as he, Tom, had suggested. In the meantime, there was
nothing to be done. Tom laid his brother's letter aside, and went on
with his ordinary occupations.
He lived in Half-Moon Street. His house was ruled by his cook, the
wife of Moggat, his valet-footman. She also ruled the hapless
Moggat. Moggat retaliated by ruling his jovial master as far as he
was able, so one might really say Mrs. Moggat ruled them all. As
Tom was quite unaware of this fact, it troubled him not a whit.
A month after he had answered his brother's letter, Tom was
disturbed one morning while he sipped his chocolate with the news
that a gentleman wished to speak to him. Tom was in his bed-
chamber, his round person swathed in a silken wrapper of
astonishing brightness. He had not yet doffed his nightcap, and his
wig lay on the dressing-table.
The lean, long Moggat crept in at the door, which he seemed hardly
to open, and ahem'd directly behind his master.
Tom was in the act of swallowing his chocolate, and as he had not
heard Moggat's slithering approach, the violent clearing of that
worthy's throat startled him not a little, and he choked.
Tenderly solicitous, Moggat patted him on the back until the coughs
and splutters had abated. Tom bounced round in his chair to face
the man.
"Damn and curse it, Moggat! What d'ye mean by it? What d'ye mean
by it, I say? Crawling into a room to make a noise at me just as I'm
drinking! Yes, sir! Just as I'm drinking! Devil take you! D'ye hear me?
Devil take you!"
Moggat listened in mournful silence. When Tom ceased for want of
breath, he bowed, and continued as though there had been no
interruption.
"There is a gentleman below, sir, as desires to have speech with
you."
"A gentleman? Don't you know that gentlemen don't come calling at
this hour, ye ninny-pated jackass? Bring me some more chocolate!"
"Yes, sir, a gentleman."
"I tell you no gentleman would disturb another at this hour! Have
done now, Moggat!"
"And although I told the gentleman, sir, as how my master was not
yet robed and accordingly could not see any visitors, he said it was
of no consequence to him whatsoever, and he would be obliged to
you to ask him upstairs at once, sir. So I—"
"Confound his impudence!" growled Tom. "What's his name?"
"The gentleman, sir, on my asking what name I was to tell you, gave
me to understand that it was of no matter."
"Devil take him! Show him out, Moggat! Like as not 'tis one of these
cursed bailiffs. Why, you fool, what d'ye mean by letting him in?"
Moggat sighed in patient resignation.
"If you will allow me to say so, sir, this gentleman is not a bailiff."
"Well, who is he?"
"I regret, sir, I do not know."
"You're a fool! What's this fellow like?"
"The gentleman"—Moggat laid ever so little stress on the word—"is
tall, sir, and—er—slim. He is somewhat dark as regards eyes and
brows, and he is dressed, if I may say so, exceedingly modishly, with
a point-edged hat, and very full-skirted puce coat, laced, French
fashion, with—"
Tom snatched his nightcap off and threw it at Moggat.
"Numskull! D'ye think I want a list of his clothes? Show him out, the
swarthy rogue! Show him out!"
Moggat picked up the nightcap, and smoothed it sadly.
"The gentleman seems anxious to see you, sir."
"Ay! Trying to dun me, the rascal! Don't I know it! Blustering and—"
"No, sir," said Moggat firmly. "I could not truthfully say that the
gentleman blustered. Indeed, sir, if I may say so, I think him a
singularly quiet, cool gentleman. Very soft-spoken, sir—oh, very soft-
spoken!"
"Take him away!" shouted Tom. "I tell you I'll not be pestered at this
hour! I might be asleep, damme! Tell the fellow to come again at a
godly time—not at dawn! Now, don't try to argue, Moggat! I tell you,
if it were my brother himself, I'd not see him!"
Moggat bowed again.
"I will hinform the gentleman, sir."
When the door closed behind Moggat, Tom leaned back in his chair
and picked up one of his letters. Not five minutes later the door
creaked again. Tom turned, to find Moggat at his elbow.
"Eh? What d'ye want?"
"Hif you please, sir, the gentleman says as how he is your brother,"
said Moggat gently.
Tom jumped as though he had been shot.
"What? My brother? What d'ye mean? My brother?"
"Sir Maurice, sir."
Up flew Tom, catching at his wig and cramming it on his head all
awry.
"Thunder an' turf! Maurry! Here, you raving wooden-pate! How dare
you leave my brother downstairs? How dare you, I say?" He
wrapped himself more tightly in his robe than ever, and dashed
headlong out of the room, down the stairs to where Maurice awaited
him.
Sir Maurice was standing by the window in the library, drumming his
fingers on the sill. At his brother's tempestuous entrance he turned
and bowed.
"A nice welcome you give me, Tom! 'Tell him to come again at a
godly time—I'd not see him if 'twere my brother himself,' forsooth!"
Thomas hopped across the room and seized both Maurice's long,
thin hands in his plump, chubby ones.
"My dear Maurry! My dear old fellow! I'd no notion 'twas you! My
dolt of a lackey—but there! When did you arrive in England?"
"A week ago. I have been at the Pride."
"A week? What a plague d'ye mean by not coming to me till now, ye
rogue?" As he spoke, Tom thrust Maurice into a chair, and himself
sat down opposite him, beaming with pleasure.
Maurice leaned back, crossing his legs. A little smile flickered across
his mouth, but his eyes were solemn as he answered.
"I had first to see my wife installed in her new home," he said.
For a moment Tom stared at him.
"Wife? Tare an' 'ouns, ye don't waste your time! Where and when
did you marry the lady?"
"Three weeks ago, at Paris. Now I have come home to fulfil the last
part of the Jettan adage."
"God ha' mercy!" ejaculated Thomas. "Not a staid old age, lad! Not
you?"
"Something like it," nodded Maurice. "Wait till you have seen my
wife!"
"Ay, I'm waiting," said Tom. "What's to do now, then? The country
squire, and half a dozen children?"
The grey eyes twinkled.
"Tom, I'll thank you not to be so coarse."
"Coarse? Coarse? Gad, Maurice, what's come over you?"
"I am a married man," replied Maurice. "As such I have—er—learned
to guard my tongue. My wife—"
"Maurry, couldn't ye call the lady by her name?" begged Tom. "Faith,
I can't bear those two words so often, proud though ye may be of
them."
Maurice flushed slightly and smiled.
"Maria, then. She is a very—sweet, delicate lady."
"Lord! I'd made up my mind you'd wed a bold, strapping wench with
a saucy smile, Maurry!"
"I? Good God, no! My w—Maria is gentle, and meek, and—"
"Ay, ay, Maurry, I know!" hastily interrupted Thomas. "I must see her
for myself, so don't spoil the surprise for me, there's a good fellow!
Now have you breakfasted? No? Then come upstairs with me.
Where's that rascal Moggat? Moggat! Moggat! Ah, there you are! Go
and prepare breakfast at once, man! And bring some more chocolate
to my room." He wrapped the voluminous robe about him once
more, and, seizing his brother by the arm, led him forth to the
staircase.

Thus it was that Maurice Jettan brought home his bride. She was a
gentle lady, with a sweet disposition; she adored her handsome
husband, and duly presented him with a son, Philip. When the babe
was shown to him, Tom discovered that he was a true Jettan, with
all their characteristics. His father confessed that he saw no
resemblance either to himself or to anyone, but he was nevertheless
gratified by his brother's remarks. Tom chuckled mightily and
prophesied that young Philip would prove himself a Jettan in more
ways than one. He hinted at a youth which should surpass his
father's in brilliancy, and Maurice smiled, looking proudly down at
the red, crumpled face.
"And," concluded Tom, "he'll have a papa who can advise him in all
matters of fashion better than any man I know. Why, Maurice, you
will show him the fashionable world! You must take care you do not
stagnate here. You must not fall out of Society."
Maurice was still smiling down at his offspring.
"No. I must not fall out, Tom. The youngster will need me later on."
For five years he continued to take his place in London Society, but
he found that the desire for excitement and gaiety was growing less
and less within him. The death of Maria gave this desire the coup de
grâce. Maurice took his small son down to the Pride as soon as he
had recovered from the first shock of bereavement, and after that
for some years he rarely visited London, except sometimes to see his
brother or his tailor. Then he seemed to grow restless again, and
started to spend more time with Tom. Bit by bit he re-entered the
world he had quitted, yet never did he give himself up to it as once
he had done. The Pride seemed to call him, and little Philip held his
heart with both hands. Thereafter he spent his time between London
and the Pride. When he felt restless, he packed his bags and flitted
either to London or to Paris; when the restlessness had passed, back
he came to the Pride, there to spend two or three peaceful months.
When Philip was eighteen, he took him to London. Philip was very
thoroughly bored. Sir Maurice concluded that he was too young to
be introduced into Society, and he sent him back to the country,
thinking that in two or three years' time the lad would be only too
anxious to leave it.
But the years slipped by, and Philip showed no desire to follow in his
father's footsteps. He refused to go on the Grand Tour; he cared
nothing for Dress or Fashionable Manners; he despised the life of
Courts; he preferred to remain in the country, usurping, to a great
extent, his father's position as squire. He was now some twenty-
three years old, tall and handsome, but, as his father told his uncle,
"an unpolished cub."
 Two
In Which Is Presented Mistress Cleone
Charteris
A while back I spoke of three gentlemen who built their homes
round Little Fittledean. Of one I said but little, of the second I spoke
at length and to the tune of one whole chapter. It now behoves me
to mention the third gentleman, who chose his site on the outskirts
of the village, some two miles from Jettan's Pride, and to the east.
To reach it you must walk along the main street until the cottages
grow sparse and yet more sparse, and the cobblestones and
pavement cease altogether. The street turns then into a lane with
trees flanking it and grass growing to the sides. A few steps further,
and the moss-covered roof of Sharley House peeps above a high
holly hedge which screens the place from the passer-by.
There lived Mr. Charteris, and his father and grandfather before him.
Mr. Charteris was the happy possessor of a wife and a daughter. It is
with the daughter that I am most concerned.
Her name was Cleone, and she was very lovely. She had thick gold
curls, eyes of cornflower blue, and a pair of red lips that pouted or
smiled in equal fascination. She was just eighteen, and the joy and
despair of all the young men of the countryside. Particularly was she
the despair of Mr. Philip Jettan.
Philip was head over ears in love with Cleone. He had been so ever
since she returned from the convent where she had received a slight
education. Before her departure for this convent, she and Philip,
James and Jennifer Winton, had played together and quarrelled
together since any of them could walk. Then Cleone went away to
acquire polish, and the two boys thought very little more about her,
until she returned, and then they thought of nothing else but her.
The romping playfellow was gone for ever, but in her place was a
Vision. Philip and James began to eye one another askance.
Delighted by the new state of affairs, Cleone queened it right royally,
and played one young man against the other. But it was not long
before she found herself thinking far more about Mr. Jettan than was
seemly. He began to haunt her dreams, and when he came to visit
the house her heart fluttered a little and showed a tendency to jump
into her throat.
Cleone was stern with her heart, for there was much in Mr. Jettan
that did not meet with her approval. However masterful and
handsome he might be—and Philip was both—he was distressingly
boorish in many ways. Before her return to Sharley House Cleone
had spent a few months with her aunt, who lived in Town. Several
men had made very elegant love to her and showered compliments
about her golden head. She had not cared the snap of her fingers
for any one of them, but their graceful homage was very gratifying.
Philip's speech was direct and purposeful, and his compliments were
never neat. His clothes also left much to be desired. Cleone had an
eye for colour and style; she liked her cavaliers to be à la mode. Sir
Matthew Trelawney, for instance, had affected the most wonderful
stockings, clocked with butterflies; Frederick King wore so excellently
fitting a coat that, it was said, he required three men to ease him
into it. Philip's coat was made for comfort; he would have scorned
the stockings of Matthew Trelawney. He even refused to buy a wig,
but wore his own brown hair brushed back from his face and tied
loosely at his neck with a piece of black ribbon. No powder, no curls,
unpolished nails, and an unpainted face—guiltless, too, of even the
smallest patch—it was, thought Cleone, enough to make one weep.
Nevertheless, she did not weep, because, for one thing, it would
have made her eyes red, and another, it would be of very little use.
Philip must be reformed, since she—well, since she did not dislike
him.
At the present time Philip had just returned from Town, whither he
had been sent by his father, ostensibly to transact some business
concerning the estate, but really that his unfashionable soul might
succumb to the delights of Town. Philip was not aware of this secret
purpose, but Cleone knew all about it. She was very fond of Sir
Maurice, and he of her. When Sir Maurice saw which way Philip
looked for a wife, he was pleased enough, although a Jettan might
have cast his eyes much higher. But Sir Maurice, mindful of the old
adage, was content to let things run their course. All that worried
him was the apparent obduracy of his son in the matter of the first
prophecy. He loved Philip, he did not wish to lose him, he liked his
companionship, but—"By God, sir, you are a damned dull dog!"
At that young Philip's straight brows drew close over the bridge of
his nose, only to relax again as he smiled.
"Well, sir, I hold two gay dogs in the family to be enough."
Sir Maurice's mouth quivered responsively.
"What's that, Philip? Do you seek to reprove me?"
"Not a whit, sir. You are you, but I—am I."
"So it seems," said his father. "And you being yourself have fallen in
love with a mighty pretty child; still being yourself, you are like to be
left disconsolate."
Philip had flushed slightly at the reference to Cleone. The end of the
sentence left him frowning.
"What mean you, sir?"
The shrewd grey eyes, so like his own, regarded him pityingly.
"Little Mistress Cleone will have none of you an you fail to mend
your ways, my son. Do you not know it? What has that dainty piece
to do with a raw clodhopper like yourself?"
Philip answered low.
"If Mistress Cleone gives me her love it will be for me as I am. She is
worthy a man, not a powdered, ruffled beau."
"A man! Sacré tonnerre, 'tis what you are, hein? Philip, child, get you
to Town to your uncle and buy a wig."
"No, sir, I thank you. I shall do very well without a wig."
Sir Maurice drove his cane downwards at the floor in exasperation.
"Mille diables! You'll to Town as I say, defiant boy! You may finish
the business with that scoundrel Jenkins while you are about it!"
Philip nodded.
"That I will do, sir, since you wish it."
"Bah!" retorted his father.

He had gone; now he had come back, the business details settled to
his satisfaction, but with no wig. Sir Maurice was pleased to see him
again, more pleased than he appeared, as Philip was well aware. He
listened to what his son had to tell him of Tom Jettan, failed to glean
any of the latest society gossip, and dismissed Philip from his
presence.
Half an hour later Philip rode in at the gates of Sharley House, sitting
straight in his saddle, a pulse in his throat throbbing in anticipation.
Cleone saw him coming. She was seated in the parlour window,
embroidering in a languid fashion. Truth to tell, she was tired of her
own company and not at all averse from seeing Philip. As he passed
the window she bent forward a little, smiling down at him. Philip saw
her at once; indeed, he had been eyeing every window of the warm,
red house in the hope that she might be sitting in one. He reined in
his horse and bowed to her, hat in hand.
Cleone opened the casement wider, leaning over the sill, her golden
curls falling forward under the strings of her cap.
"Why, sir, are you back already?" she asked, dimpling.
"Already!" he echoed. "It has been years! Ten years, Cleone!"
"Pooh!" she said. "Ten days—not a moment more!"
"Is that all it has seemed to you?" he said.
Cleone's cheek became faintly tinged with pink.
"What more?" she retorted. "'Tis all it is!"
Into Philip's eyes came a gleam of triumph.
"Aha! You've counted, then! Oh, Cleone!"
The roguish look fled.
"Oh!" cried Cleone, pouting. "How—how—monstrous—"
"Monstrous what, dear Cleone?"
"Impudent!" she ended. "I declare I won't see you!" As if to add
weight to this statement, she shut the casement and moved away
into the room.
Presently, however, she relented, and tripped downstairs to the
withdrawing-room, where she found Mr. Jettan paying his respects to
her mamma. She curtseyed very demurely, allowed him to kiss the
tips of her fingers, and seated herself beside Madam Charteris.
Madam patted her hand.
"Well, child, here is Philip returned from Town with not a word to tell
us of his gaiety!"
Cleone raised her eyes to survey Philip.
"Mamma, there is naught to tell. Philip is such a staid, sober
person."
"Tut-tut!" said her mother. "Now, Philip, tell us all! Did you not meet
one beauty to whom you lost your heart?"
"No, madam," answered Philip. "The painted society dames attract
me not at all." His eyes rested on Cleone as he spoke.
"I dare say you've not yet heard the news?" Cleone said, after a
slight pause. "Or did Sir Maurice tell you?"
"No—that is, I do not know. What is it? Good news?"
"It remains to be seen," she replied. "'Tis that Mr. Bancroft is to
return! What think you of that?"
Philip stiffened.
"Bancroft? Sir Harold's son?"
"Yes, Henry Bancroft. Is it not exciting? Only think—he has been
away nigh on eight years! Why, he must be—" she began to count
on her rosy-tipped fingers "—twenty-six, or twenty-seven. Oh, a
man! I do so wonder what he is like now!"
"H'm!" remarked Philip. His voice held no enthusiasm. "What does
he want here?"
Cleone's long lashes fluttered down to hide the laugh in her eyes.
"To see his papa, of course. After so many years!"
Philip gave vent to a sound very like a snort.
"I'll wager there's a more potent reason! Else had he come home ere
now."
"Well, I will tell you. Papa rode over to Great Fittledean two days
ago, and he found Sir Harold mightily amused, did he not, Mamma?"
Madam Charteris assented vaguely. She was stitching at a length of
satin, content to drop out of the conversation.
"Yes. It seems that Henry—"
"Who?" Philip straightened in his chair.
"Mr. Bancroft," said Cleone. A smile trembled on her lips. "It seems
that Mr. Bancroft has had occasion to fight a duel. Is it not too
dreadful?"
Philip agreed with more heartiness than he had yet shown.
"I am sure I do not know why gentlemen must fight. 'Tis very
terrible, I think. But, of course, 'tis monstrous gallant and exciting.
And poor Mr. Bancroft has been advised to leave London for a while,
because some great personage is angered. Papa did not say who
was the gentleman he fought, but Sir Harold was vastly amused."
She glanced up at Philip, in time to catch sight of the scornful frown
on his face. "Oh, Philip, do you know? Have you perhaps heard?"
"No one who has been in Town this last week could fail to have
heard," said Philip shortly. Then, very abruptly, he changed the
subject.

When Philip came back to the Pride it was close on the dinner hour.
He walked slowly upstairs to change his clothes, for on that point Sir
Maurice was obdurate. He would not allow buckskins or riding-boots
at his table. He himself was fastidious to a fault. Every evening he
donned stiff satins and velvets; his thin face was painted, powdered
and patched; his wig tied with great precision in the nape of his
neck. He walked now with a stick, but his carriage was still fairly
upright. The stick was, as Philip told him, a mere affectation.
Philip was rather silent during the first part of the meal, but when
the lackeys left the room, and Sir Maurice pushed the port towards
him, he spoke suddenly, as if the words had hovered on his tongue
for some time.
"Father, do you hear that Bancroft is to return?"
Sir Maurice selected a nut from the dish before him, cracking it
between his long, white fingers.
"I believe someone told me. What of it?"
"You said nothing of it to me."
The grey eyes lifted.
"Is he a friend of yours? I did not know."
"A friend!" Philip set his glass down with a snap. "Hardly, sir!"
"Now what's to do?" asked his father. "Why the scorn?"
"Sir, if you could but hear the gossip about him!"
"I have no doubt I should be vastly entertained," said Sir Maurice.
"What's the tale?"
"The fellow is for ever embroiling himself in some low quarrel. This
time it is Lady Marchand. Faugh!"
"Lady Marchand? Not Dolly Marchand?"
"I believe so. Why, sir, do you know her?"
"I—er—knew her mother. Tell me, is she as charming?"
"As I know neither her mother, nor Lady Marchand—"
Sir Maurice sighed.
"No. Of course not. Go on."
"It's a damned sordid tale, sir, and I'll spare you the details. Lord
Marchand and Bancroft fought out at Ipswich. Bancroft wounded
him in the lung, and 'tis said he'll not recover."
"Clumsy," remarked Sir Maurice. "So Bancroft retires?"
"The Prince of Wales is furious, as well he might be. And Bancroft
brings himself and his morals here."
A faint smile hovered on Sir Maurice's lips.
"And Mr. Jettan is righteously indignant. From which I gather that
Mistress Cleone is prepared to welcome this slayer of hearts. You'd
best have bought a wig, Philip."
In spite of himself, Philip laughed.
"Sir, you are incorrigible!"
"Faute de mieux. And whence, if I may ask, did you glean all this—
sordid information, oh my righteous son?"