Abstract
This chapter, the final analytical chapter in the book, explores the dynamics of leadership and the different forms it can take in research project meetings. It addresses the ways in which leadership activities and processes such as decision-making, negotiating and reaching consensus are discursively constructed by team members, and how different forms of leadership are instantiated through research interactions.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Antonakis, J., Cianciolo, A. T., & Sternberg, R. J. (2004). Leadership: Past, present, and future. In J. Antonakis, A. T. Cianciolo, & R. J. Sternberg (Eds.), The nature of leadership (pp. 3–15). Thousand Oaks: Sage.
Asmus, B., & Svennevig, J. (2009). Meeting talk: An introduction. Journal of Business Communication, 46(1), 3–22.
Ball, S. (2007). Leadership of academics in research. Educational Management, Administration and Leadership, 35(4), 449–477.
Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
Bass, B. M. (2008). The Bass handbook of leadership (4th ed.). New York: Free Press.
Baxter, J. (2010). The language of female leadership. Basingstoke: Palgrave MacMillan.
Bennett, N., Crawford, M., & Cartwright, M. (2003). Effective educational leadership. London: Paul Chapman Publishing.
Bennis, W. (1996). The leader as storyteller. Harvard Business Review, 74(1), 154–160.
Bolden, R. (2011). Distributed leadership in organizations: A review of theory and research. International Journal of Management Reviews, 13, 251–269.
Bolden, R., Petrov, G., & Gosling, J. (2008). Tensions in higher education leadership: Towards a multi-level model of leadership practice. Higher Education Quarterly, 62(4), 358–376.
Bolden, R., Petrov, G., & Gosling, J. (2009). Distributed leadership in higher education: Rhetoric and reality. Educational Management Administration and Leadership, 37(2), 257–277.
Burns, J. M. (1978). Leadership. New York: Harper and Row.
Choi, S., & Schnurr, S. (2014). Exploring distributed leadership: Solving disagreements and negotiating consensus in a ‘leaderless’ team. Discourse Studies, 16(1), 3–24.
Clifton, J. (2006). A conversation analytical approach to business communication. Journal of Business Communication, 43(3), 202–219.
Clifton, J. (2012). A discursive approach to leadership: Doing assessments and managing organizational meanings. Journal of Business Communication, 49, 148–168.
Clifton, J. (2015). Leaders as ventriloquists: Leader identity and influencing the communicative construction of the organisation. Leadership, Online. doi: 10.1177/1742715015584695
Day, D. V., Gronn, P., & Salas, E. (2004). Leadership capacity in teams. The Leadership Quarterly, 15, 857–880.
Drath, W. H., McCauley, C. D., Palus, C. J., Van Velsor, E., O’Connor, P. M. G., & McGuire, J. B. (2008). Direction, alignment, commitment: Toward a more integrative ontology of leadership. Leadership Quarterly, 19, 635–653.
Ensley, M. D., Hmieleski, K. M., & Pearce, C. L. (2006). The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups. Leadership Quarterly, 17, 217–231.
Fairhurst, G. T. (2007). Discursive leadership: In conversation with leadership psychology. Thousand Oaks: Sage.
Fairhurst, G. T. (2009). Considering context in discursive leadership research. Human Relations, 62(11), 1607–1633.
Friedrich, T. L., & Mumford, M. D. (2009). The effects of conflicting information on creative thought: a source of performance improvements or decrements? Creativity Research Journal, 21(2–3): 265–281.
Friedrich, T. L., Griffith, J. A., & Mumford, M. D. (2016). Collective leadership behaviors: Evaluating the leader, team network, and problem situation characteristics that influence their use. The Leadership Quarterly 27(2), 312–333.
Gordon, R. D. (2010). Dispersed leadership: Exploring the impact of antecedent forms of power using a communicative framework. Management Communication Quarterly, 24, 260–287.
Gray, B. (2008). Enhancing transdisciplinary research through collaborative leadership. American Journal of Preventive Medicine, 35, S124–S132.
Gronn, P. (2002). Distributed leadership as a unit of analysis. The Leadership Quarterly, 13, 423–451.
Gronn, P. (2010). Hybrid configurations of leadership. In A. Bryman, D. Collinson, K. Grint, B. Jackson, & M. Uhl-Bien (Eds.), Sage handbook of leadership (pp. 435–452). London: Sage.
Hersey, P., & Blanchard, K. H. (1969). Management of organizational behaviour. Englewood Cliffs: Prentice-Hall.
Holmes, J., Marra, M., & Vine, B. (2011). Leadership, discourse, and ethnicity. Cambridge: Cambridge University Press.
House, R. J. (1971). A path–goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321–338.
Leithwood, K., Day, C., Sammons, P., Harris, A., & Hopkins, D. (2006). Successful school leadership: What it is and how it influences pupil learning. Nottingham: DfES Publications.
Mailhot, C., Gagon, S., Langley, A., & Louis-Felix, B. (2016). Distributed leadership across people and objects in a collaborative research project. Leadership, 12(1), 53–85.
Mehra, A., Smith, B. R., Dixon, A. L., & Robertson, B. (2006). Distributed leadership in teams: The network of leadership perceptions and team performance. Leadership Quarterly, 17, 232–245.
Middlehurst, R., Goreham, H., & Woodfield, S. (2009). Why research leadership in higher education: Exploring contributions from the UK’s leadership foundation in higher education. Leadership, 5, 311–328.
Mumby, D. (2001). Power and politics. In F. Jablin & L. Putnam (Eds.), The new handbook of organizational communication: Advances in theory, research, and methods (pp. 585–623). London: Sage.
Nielsen, M. (2009). Interpretive management in business meetings. Understanding managers’ interactional strategies through conversation analysis. Journal of Business Communication, 46, 23–56.
Northouse, P. G. (2004). Leadership: Theory and practice (3rd ed.). Thousand Oaks: Sage.
Pearce, C., & Conger, J. A. (2003). Shared leadership: Reframing the hows and whys of leadership. London: Sage.
Pearce, C. L., & Sims Jr., H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational and empowering leader behaviors. Group Dynamics, 6, 172–197.
Rost, J. (1991). Leadership for the twenty-first century. New York: Praeger.
Schnurr, S., & Chan, A. (2011). Exploring another side of co-leadership: Negotiating professional identities through face-work in disagreements. Language in Society, 40(2), 187–210.
Svennevig, J. (2008). Exploring leadership conversations. Management Communication Quarterly, 21, 529–536.
Tourish, D. (2007). Communication, discourse and leadership. Human Relations, 60(11), 1727–1740.
Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. Leadership Quarterly, 17, 654–676.
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. Leadership Quarterly, 18, 298–318.
Wodak, R., Kwon, W., & Clark, I. (2011). Getting people on board: Discursive leadership for consensus building in team meetings. Discourse and Society, 22(5), 592–644.
Yammarino, F. J., Salas, E., Serban, A., Shirreffs, K., & Shuffler, M. L. (2012). Collectivistic leadership approaches: Putting the “we” in leadership science and practice. Industrial and Organizational Psychology, 5, 382–402.
Author information
Authors and Affiliations
Copyright information
© 2017 The Author(s)
About this chapter
Cite this chapter
Choi, S., Richards, K. (2017). How Leadership Works. In: Interdisciplinary Discourse. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-47040-9_8
Download citation
DOI: https://doi.org/10.1057/978-1-137-47040-9_8
Published:
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-137-47039-3
Online ISBN: 978-1-137-47040-9
eBook Packages: Social SciencesSocial Sciences (R0)