Abstract
This paper proposes an alternative perspective on the role of leadership in the context of collaborative practices in architecture, engineering and construction design. While most of current leadership literature is focused on outstanding individuals with abilities to influence others, the aim of this study is to focus on leadership as a set of emergent interactive practices. To this end, the paper presents a video-based interaction analysis of a collaborative design workshop for a medical imaging centre in the Netherlands. Findings suggest that leadership-as-practice emerged through specific patterns of domain knowledge ownership, frequency of interactions, actor responsiveness and cross-disciplinary knowledge brokering. The paper calls for further empirical studies in the domain of interaction-focused leadership practices
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