The performativity of leadership talk

Barbara Simpson, Linda Buchan, John Sillince

    Research output: Contribution to journalArticle

    9 Citations (Scopus)
    191 Downloads (Pure)

    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.
    Original languageEnglish
    Pages (from-to)644-661
    Number of pages27
    JournalLeadership
    Volume14
    Issue number6
    Early online date5 Jun 2017
    DOIs
    Publication statusPublished - 1 Dec 2018

    Keywords

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

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