The performativity of leadership talk

    Research output: Contribution to journalArticle

    7 Citations (Scopus)

    Abstract

    Leadership-as-practice holds great promise for the re-theorization of leadership in ways that reflect the dynamics of ongoing practice in the day-to-day realities of organizing. However, in order to progress this agenda there is an urgent need to develop more dynamic theories and complementary methodologies that are better able to engage with the continuities of leadership practice. This paper responds to this need firstly by teasing out the conceptual implications of the practices/practice duality, differentiating between leadership as a set of practices, and leadership in the flow of practice. Then, drawing theoretical insights from Austin and Mead, the performative effects of turning points in the flow of ordinary conversation are examined in the context of the leadership talk of a senior management team. The paper makes contributions to both theory and methodology, which are elaborated empirically to show how different types of talk relate to different phases of leadership practice.
    LanguageEnglish
    Pages644-661
    Number of pages27
    JournalLeadership
    Volume14
    Issue number6
    Early online date5 Jun 2017
    DOIs
    Publication statusPublished - 1 Dec 2018

    Fingerprint

    leadership
    Performativity
    methodology
    continuity
    conversation
    management
    Methodology

    Keywords

    • leadership-as-practice
    • methodology
    • conversational flow
    • turning points
    • performative effects

    Cite this

    Simpson, Barbara ; Buchan, Linda ; Sillince, John. / The performativity of leadership talk. In: Leadership. 2018 ; Vol. 14, No. 6. pp. 644-661.
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    The performativity of leadership talk. / Simpson, Barbara; Buchan, Linda; Sillince, John.

    In: Leadership, Vol. 14, No. 6, 01.12.2018, p. 644-661.

    Research output: Contribution to journalArticle

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