Abstract:Leadership-in-interaction is a somewhat underdeveloped area of research which to date has concentrated on talk-in-interaction to the detriment of other modalities. Consequently, this paper seeks to illustrate how social actors make use of different modalities to accomplish leadership, which we conceptualize as the creation of direction, alignment, and commitment. Through multimodal conversation analysis this paper explores interactions between actors in virtual contexts, a particularly interesting empirical se… Show more
“…More specifically, as Arvedsen and Hassert (2020) pointed out, recently, a proliferation of leadership studies consider the influence of “things” such as material surroundings, objects, and bodies. However, they (Arvedsen & Hassert, 2020) noted that such studies are often lacking a fine-grained analysis of naturally-occurring interaction that makes visible, and thus analyzable, the role that artefacts and other material phenomena play in the doing of leadership as part of in situ social practice.…”
Section: Discussionmentioning
confidence: 99%
“…More specifically, as Arvedsen and Hassert (2020) pointed out, recently, a proliferation of leadership studies consider the influence of “things” such as material surroundings, objects, and bodies. However, they (Arvedsen & Hassert, 2020) noted that such studies are often lacking a fine-grained analysis of naturally-occurring interaction that makes visible, and thus analyzable, the role that artefacts and other material phenomena play in the doing of leadership as part of in situ social practice. Thus, this investigation responds to calls by researchers, such as Clifton et al (2020), who ask for more work that uses the fine-grained analysis of video-recorded naturally-occurring workplace interaction that enables researchers to capture and systematically consider the use of artefacts as part of the multimodal interactional accomplishment of leadership.…”
To date there has been little work that uses fine-grained interactional analyses of the in situ doing of leadership to make visible the role of non-human as well as human actants in this process. Using transcripts of naturally-occurring interaction as data, this study seeks to show how leadership is co-achieved by artefacts as an in-situ accomplishment. To do this we situate this study within recent work on distributed leadership and argue that it is not only distributed across human actors, but also across networks that include both human and non-human actors. Taking a discursive approach to leadership, we draw on Actor Network Theory and adopt a ventriloquial approach to sociomateriality as inspired by the Montreal School of organizational communication. Findings indicate that artefacts “do” leadership when a hybrid presence is made relevant to the interaction and when this presence provides authoritative grounds for influencing others to achieve the group’s goals.
“…More specifically, as Arvedsen and Hassert (2020) pointed out, recently, a proliferation of leadership studies consider the influence of “things” such as material surroundings, objects, and bodies. However, they (Arvedsen & Hassert, 2020) noted that such studies are often lacking a fine-grained analysis of naturally-occurring interaction that makes visible, and thus analyzable, the role that artefacts and other material phenomena play in the doing of leadership as part of in situ social practice.…”
Section: Discussionmentioning
confidence: 99%
“…More specifically, as Arvedsen and Hassert (2020) pointed out, recently, a proliferation of leadership studies consider the influence of “things” such as material surroundings, objects, and bodies. However, they (Arvedsen & Hassert, 2020) noted that such studies are often lacking a fine-grained analysis of naturally-occurring interaction that makes visible, and thus analyzable, the role that artefacts and other material phenomena play in the doing of leadership as part of in situ social practice. Thus, this investigation responds to calls by researchers, such as Clifton et al (2020), who ask for more work that uses the fine-grained analysis of video-recorded naturally-occurring workplace interaction that enables researchers to capture and systematically consider the use of artefacts as part of the multimodal interactional accomplishment of leadership.…”
To date there has been little work that uses fine-grained interactional analyses of the in situ doing of leadership to make visible the role of non-human as well as human actants in this process. Using transcripts of naturally-occurring interaction as data, this study seeks to show how leadership is co-achieved by artefacts as an in-situ accomplishment. To do this we situate this study within recent work on distributed leadership and argue that it is not only distributed across human actors, but also across networks that include both human and non-human actors. Taking a discursive approach to leadership, we draw on Actor Network Theory and adopt a ventriloquial approach to sociomateriality as inspired by the Montreal School of organizational communication. Findings indicate that artefacts “do” leadership when a hybrid presence is made relevant to the interaction and when this presence provides authoritative grounds for influencing others to achieve the group’s goals.
“…Further, such a conceptualization does not locate authenticity as a causal factor impacting on interaction, but instead treats it as a collaboratively achieved outcome. However, that does not deny the possibility for the relationship thus established to be consequential, in terms of subsequent organizing (Meschitti, 2018), commitment (Arvedsen and Hassert, 2020), and obligations (Larsson and Lundholm, 2013).…”
The concept of authentic leadership is increasingly the focus of much leadership scholarship, and many have called for a review of the basic assumptions that underpin it. Taking an interactional approach to authentic leadership (AL) and using naturally occurring workplace interaction as data, we seek to question two basic assumptions of AL scholarship, namely (1) that authentic leadership emanates from the atomized leader and (2) that there is a causal logic to it so that authentic leadership behaviours are the cause of follower outcomes. Addressing the research questions – what is the nature of the empirical phenomenon that is called AL and where can this be ontologically located? – our findings indicate that these two fundamental assumptions that underpin current AL research are not justified. Rather, what is taken to be AL is better understood as a collective and collaborative achievement, which can neither simply be attributed to the leader nor can the leader’s actions alone lead to follower outcomes.
“…In essence, the limited cues known from virtual teams and telecommuting gets paired with low skills in virtual social interaction (cf. Arvedsen and Hassert, 2020 ), and paired with an entire norm-system in turmoil.…”
Section: Discussionmentioning
confidence: 99%
“…Interpersonal proper behavior may be more ambiguous for most people new to the virtual environment (cf. Arvedsen and Hassert, 2020). Many cues are different than in real life: When to speak, when not to, when to raise your voice in affect, when not to.…”
The COVID-19 pandemic has led many of the world's nations to impose numerous preventive and mitigative measures to increase social distance, including various forms of home isolation and quarantine. A central premise for the current paper is that the COVID-19 situation is likely to constitute a massive re-negotiation of social and organizational norms, which may lead to psychological distress at the individual, family and interpersonal level. Virtually overnight, people have to re-define what is expected and deemed appropriate by a given group member in a certain social setting. This goes for all kinds of general social interaction, such as societal, even multinational medical demands on social distancing. Simultaneously it also goes for a sudden, gargantuan re-division of labor in a complex global system. We provide a theoretical analysis of the potential consequences of re-negotiation of norms from the perspective of four sets of psychological theory: Theory of professions; organizational strategic crisis responses; the job-demands-resources model; and theories addressing the interplay between norm violations and psychological distance. From these theories we derive three suggestions that the discussion centers around: (1) The COVID-19 situation leads to a massive re-negotiation of norms related to work, (2) The COVID-19 situation diffuses the demarcation between the various professional arenas and the private sphere, and this diffusion enhances the stress associated with norm conflict, and (3) Norm conflicts are enhanced by digitalization. Our discussion centers on potential stressors associated with the renegotiation of norms, and also includes a few suggestions for practice. For each theoretical suggestion, we give examples of how the suggestion may manifest itself with respect to (a) the work task, (b) the individual's relationship to their leader and/or organization, and (c) interpersonal relationships. We finally point to some theoretical and applied implications.
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