Abstract
This article builds further on Gail Fairhurst’s influential work on leadership (2007), in which she foregrounds a discursive perspective on leadership and turns away from the ‘great man’ school of thought, which attempted to distinguish discerning characteristics and traits of leaders versus non-leaders. From such a discursive leadership perspective, leadership is conceptualized as a collaborative process that takes place in real life and that revolves around influencing others towards achieving organizationally relevant goals. This implies that all participants are actively involved in this process, thus problematizing the strict distinction between leaders and followers, and that leadership may be shared by two or more people. In this study, we look at the way in which such a shared co-leadership constellation is constructed in interaction and how it is continuously negotiated with the other participants. In order to do so, we adopt a multimodal discourse analytical approach to tease out the micro-processes of ‘doing’ leadership and use the conversation-analytic concepts of epistemics and (proximal and distal) deontics. Overall, we could conclude that our fine-grained multimodal analyses demonstrated the ways in which the (co-)leadership process is constantly negotiated through a complex interplay of participants’ epistemic and deontic statuses as well as the subsequent stances they express in interaction.
Highlights
Durante más de medio siglo, el concepto de liderazgo ha sido definido como ‘el proceso de influenciar las actividades de un grupo organizado en sus esfuerzos para fijar y cumplir objetivos’ (Stodgill, 1950, p.3)
This article builds further on Gail Fairhurst’s influential work on leadership (2007), in which she foregrounds a discursive perspective on leadership and turns away from the ‘great man’ school of thought, which attempted to distinguish discerning characteristics and traits of leaders versus non-leaders. From such a discursive leadership perspective, leadership is conceptualized as a collaborative process that takes place in real life and that revolves around influencing others towards achieving organizationally relevant goals
We look at the way in which such a shared co-leadership constellation is constructed in interaction and how it is continuously negotiated with the other participants
Summary
Durante más de medio siglo, el concepto de liderazgo ha sido definido como ‘el proceso de influenciar las actividades de un grupo organizado en sus esfuerzos para fijar y cumplir objetivos’ (Stodgill, 1950, p.3). Aunque hay un interés por este tipo de investigación desde un punto de vista psicológico o de la gestión, se considera generalmente la conceptualización del liderazgo como una forma de ‘control mental que es individual, agentivo e incorpóreo’ (Sinclair, 2005, p.390). Además de algunos estudios del liderazgo en los cuales hay un interés creciente por el análisis de artefactos (véase por ejemplo Sergi, 2016), el interés por la interacción entre los aspectos verbales y no verbales del liderazgo aumenta frecuentemente desde la perspectiva discursiva (véase Van De Mieroop, 2020; Van De Mieroop, Clifton & Verhelst, 2020). En este artículo examinaremos el concepto del liderazgo desde una perspectiva discursiva, integrando estas dos lagunas en nuestra pregunta de investigación. A continuación, explicaremos el método y la operacionalización de esta pregunta de investigación
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