Be(com)ing a Leader: A Case Study of Co-Constructing Professional Identities at Work

Schnurr, Stephanie; Zayts, Olga

doi:10.1057/9780230360051_3

Cited by 47 publications

(21 citation statements)

References 17 publications

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“…This notably not only applies to roles and categories that are obviously results of social convention (such as 'the boss', 'the welfare mother' and 'the villager') but also to roles and categories that are commonly considered as natural or given, such as race, age or gender (Edley 2001). It is of importance to our point in this contribution that, as others have already convincingly shown (Soreide 2006;Mayes 2010;Schnurr and Zayts 2011;Thirolf 2012), professional identities too are rooted in social interaction.…”

Section: Specificationmentioning

confidence: 88%

“…In this section, we will account for how we constructed our data. As oth ers have shown, identity is also constructed in settings that do not in the first place consider it as their topic (Lowney and Holstein 2001;Schnurr and Zayts 2011). It thus is not necessary to create a setting such as a (focus group) inter view where identity is discussed (as is done e.g.…”

Section: 2mentioning

confidence: 95%

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We is Plural

2014

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Even before they started the editorial board of the new Dutch hymnal was blamed for being too elitist. The fact that they had been selected on the basis of their expertise made them vulnerable for such criticism. Subsequently the position of the editors has been a point of continuous reflection. In this contribution, we will argue that this image of editors as dissociated from users of the hymn book is only one among several avail able identity repertoires. In order to answer the question which 'identities-in-relationto-users' do the editors construct in the meetings o f the board and how do they value these identities?, we will use a broad definition of identity and focus on positions performed in social interaction. The interaction in question concerns seven selected meetings of the editorial board, all of which were audio-taped and transcribed. Looking closely at the identities that were constructed during those meetings, we distinguish six positions, ranging from a great to no distance between editors and users: editors, professionals, experienced, vanguard, pleasers and equals.

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Section: Specificationmentioning

confidence: 88%

Section: 2mentioning

confidence: 95%

We is Plural

2014

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“…For this study we look at the co-leadership constellations in an IT consulting organization (ABC Consulting) and a paint manufacturing company (Rainbow). 1 In both workplaces we used video cameras and voice recorders to tape three to six regular meetings (for a more detailed description of the data collection see Chan 2005, Schnurr & Zayts 2011. Overall, we recorded more than twenty hours of meeting talk in these two workplaces.…”

Section: O N S T R U C T I N G I D E N T I T I E Smentioning

confidence: 99%

“…Constructing identities, thus, involves multiple "different, often intersecting and antagonistic, discourses, practices and positions" (Hall 2000:17). As a consequence, identities are not necessarily homogenous and consistent but may actually involve competing and sometimes contradictory aspects (Lytra 2009, Schnurr & Zayts 2011.…”

Section: O N S T R U C T I N G I D E N T I T I E Smentioning

confidence: 99%

Exploring another side of co-leadership: Negotiating professional identities through face-work in disagreements

Schnurr¹,

Chan²

2011

Lang. Soc.

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Traditional perceptions that view leadership as a top-down process are increasingly challenged by so-called critical perspectives that acknowledge that leadership may involve several people. This article explores a particular type of these other leadership constellations, namely co-leadership where members share several leadership responsibilities.Drawing on more than twenty hours of authentic discourse data recorded in two workplaces in Hong Kong, we employ the analytical concepts of face and identity to identify and describe some of the complex processes through which co-leadership is enacted. Our particular focus is situations in which members of the co-leadership team disagree with each other.Our findings indicate that co-leadership is a dynamic process in which both members position themselves and each other as leader and co-leader at different moments throughout an interaction. This dynamic nature can be captured particularly well by exploring how face-work and identity construction are accomplished in interlocutors' everyday workplace talk. (Co-leadership, identity, face, workplace discourse, Hong Kong)*

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“…Angouri and Marra, 2011;Baxter, 2010;Clifton, 2006Clifton, , 2012bRogerson-Revell, 2011;Schnurr and Chan, 2011;Schnurr and Zayts, 2011;Svennevig, 2011). This focus on meetings is perhaps not surprising given that meetings form an integral and often crucial aspect of many (especially white-collar) workplace realities.…”

Section: Introductionmentioning

confidence: 99%

Negotiating meaning and co-constructing institutionalisable answers: Leadership through gate-keeping in performance appraisal interviews

Mieroop¹,

Schnurr²

2014

Journal of Pragmatics

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Although the topic of leadership is increasingly becoming an area of interest for discourse analysts, most of the studies on leadership discourse focus on business meetings and largely ignore other institutional contexts. This paper aims to address this gap by exploring leadership discourse in another important but often neglected genre, namely the performance appraisal interview.Drawing on naturally-occurring performance appraisal interviews recorded in a medical lab, we explore the particularly salient and (from a linguistic perspective) largely under-researched leadership activity of gate-keeping. This leadership activity is central to performance appraisal interviews and evolves around the conjoint negotiation of meaning and the co-construction of institutionalisable answers as they are 'fixed' by means of note taking.Through an in-depth analysis of how these leadership activities are performed in three performance appraisal interviews, this paper contributes to an understanding of the complex processes through which leadership is actually enacted on the micro-level of interactions in this increasingly relevant genre of institutional discourse.Highlights: (http://www.elsevier.com/wps/find/authorsview.authors/highlights) -We study leadership discourse in performance appraisal interviews.-We explore the leadership activity of gate-keeping. -We identify and describe some discursive resources through which leadership is done. -Findings show that leadership is a collaborative activity rather than an attribute.

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Be(com)ing a Leader: A Case Study of Co-Constructing Professional Identities at Work

Cited by 47 publications

References 17 publications

We is Plural

We is Plural

Exploring another side of co-leadership: Negotiating professional identities through face-work in disagreements

Negotiating meaning and co-constructing institutionalisable answers: Leadership through gate-keeping in performance appraisal interviews

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