Abstract
Leadership is generally seen not only as an inspiring and motivating force but also as having important organizing properties. Despite this common assumption, the organizing properties of leadership have not yet been clarified sufficiently or demonstrated empirically. In this study, such organizing properties are revealed through a detailed analysis of one single work episode, drawn from an ethnographic study of leadership in a bank. Using conversation analysis, the study shows that leadership, understood as an interpersonal influence process, enables and facilitates organizing processes. As expected, this involves establishment of episodic closures, but also resistance to such. Further, the study shows important influence and organizing functions of situated collective identities-in-interaction, which render the involved individuals interdependent.
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