Abstract:Authority is a much discussed topic in organizational literature, but its in situ enactment is little investigated. Using the notions of deontic and epistemic authority and using multimodal conversation analysis as a research methodology, the purpose of this paper is to provide an empirical study of authority-in-action. We particularly focus on both sequences of talk and the multimodal resources that are mobilised to ‘do’ authority. Furthermore, as research from non-Western contexts remains rare, we complement… Show more
“…Thus, instead of focusing on one multimodal resource (e.g. gesture or eye-gaze), multimodal CA typically adopts a holistic approach that looks at the 'finely tuned temporal organization of multimodal resources' (Mondada, 2009(Mondada, : 1995 in interaction, which has already proven to be a useful approach for the study of proximal deontics in meetings (see Clifton et al, 2018;Van De Mieroop et al, forthcoming). In line with this, I adopt a methodological approach that integrates the scrutiny of discursive, sequential and multimodal features into the analysis.…”
This article makes a case for investigating leadership from a micro-interactional perspective which integrates discursive, sequential and multimodal analytical layers. It thus builds on existing discursive leadership research by demonstrating that leadership is not achieved only through talk, but by means of a complex interplay between verbal and non-verbal resources. Focusing on video-recordings of authentic meetings, I investigate the interactional interplay between the superior, the meeting chair and the other participants by means of a deontic perspective. Drawing on the status–stance distinction and teasing out how proximal and distal deontic rights are enacted and how these relate to leader and follower identities when conceptualized from a social constructionist perspective, I demonstrate that leadership is an essentially collaborative accomplishment in which all participants play a crucial role. Finally, I argue that this can only be uncovered fully when attention is paid to the variety of means – verbal as well as non-verbal – that interlocutors have at their disposal when attempting to influence each other towards achieving organizationally relevant goals.
“…Thus, instead of focusing on one multimodal resource (e.g. gesture or eye-gaze), multimodal CA typically adopts a holistic approach that looks at the 'finely tuned temporal organization of multimodal resources' (Mondada, 2009(Mondada, : 1995 in interaction, which has already proven to be a useful approach for the study of proximal deontics in meetings (see Clifton et al, 2018;Van De Mieroop et al, forthcoming). In line with this, I adopt a methodological approach that integrates the scrutiny of discursive, sequential and multimodal features into the analysis.…”
This article makes a case for investigating leadership from a micro-interactional perspective which integrates discursive, sequential and multimodal analytical layers. It thus builds on existing discursive leadership research by demonstrating that leadership is not achieved only through talk, but by means of a complex interplay between verbal and non-verbal resources. Focusing on video-recordings of authentic meetings, I investigate the interactional interplay between the superior, the meeting chair and the other participants by means of a deontic perspective. Drawing on the status–stance distinction and teasing out how proximal and distal deontic rights are enacted and how these relate to leader and follower identities when conceptualized from a social constructionist perspective, I demonstrate that leadership is an essentially collaborative accomplishment in which all participants play a crucial role. Finally, I argue that this can only be uncovered fully when attention is paid to the variety of means – verbal as well as non-verbal – that interlocutors have at their disposal when attempting to influence each other towards achieving organizationally relevant goals.
“…No obstante, como dice Larsson (2017), la deóntica proximal puede asimismo influenciar este proceso, dado que, al coordinar el orden del día, un presidente de una reunión ejerce su influencia sobre los procesos de la interacción que determinan acciones futuras de la organización. Entonces, ambas formas de la deóntica están vinculadas al ejercicio de la autoridad y el liderazgo (véase por ejemplo Clifton, Van De Mieroop, Sehgal, & Aneet, 2018;Van De Mieroop, 2020;Van De Mieroop et al, 2020).…”
Section: Método Y Operacionalización: Posición Versus Postura Deónticunclassified
This article builds further on Gail Fairhurst’s influential work on leadership (2007), in which she foregrounds a discursive perspective on leadership and turns away from the ‘great man’ school of thought, which attempted to distinguish discerning characteristics and traits of leaders versus non-leaders. From such a discursive leadership perspective, leadership is conceptualized as a collaborative process that takes place in real life and that revolves around influencing others towards achieving organizationally relevant goals. This implies that all participants are actively involved in this process, thus problematizing the strict distinction between leaders and followers, and that leadership may be shared by two or more people. In this study, we look at the way in which such a shared co-leadership constellation is constructed in interaction and how it is continuously negotiated with the other participants. In order to do so, we adopt a multimodal discourse analytical approach to tease out the micro-processes of ‘doing’ leadership and use the conversation-analytic concepts of epistemics and (proximal and distal) deontics. Overall, we could conclude that our fine-grained multimodal analyses demonstrated the ways in which the (co-)leadership process is constantly negotiated through a complex interplay of participants’ epistemic and deontic statuses as well as the subsequent stances they express in interaction.
“…Stevanovic and Peräkylä (2012) have demonstrated how deontic authority is locally achieved in the interaction and is claimed and negotiated through turns-at-talk. While a majority of previous studies have focused on how deontic authority is managed through talk (Stevanovic and Peräkylä, 2012; Weatherall and Edmonds, 2018; Magnusson, 2020; Stevanovic, 2021; Nanouri et al, 2022), less attention has been given to the mobilization of non-verbal resources (Stevanovic and Monzoni, 2016; Clifton et al, 2018; Magnusson, 2021). In a study by Clifton et al (2018), they show that deontic authority is negotiated in a number of ways including multimodally.…”
Section: Introduction: a Multimodal Approach To Deontic Authority In ...mentioning
confidence: 99%
“…While a majority of previous studies have focused on how deontic authority is managed through talk (Stevanovic and Peräkylä, 2012; Weatherall and Edmonds, 2018; Magnusson, 2020; Stevanovic, 2021; Nanouri et al, 2022), less attention has been given to the mobilization of non-verbal resources (Stevanovic and Monzoni, 2016; Clifton et al, 2018; Magnusson, 2021). In a study by Clifton et al (2018), they show that deontic authority is negotiated in a number of ways including multimodally. They argue a need for more research into the variety and interwovenness of multimodal resources that can be mobilized by participants to claim and negotiate deontic authority (Clifton et al, 2018).…”
Section: Introduction: a Multimodal Approach To Deontic Authority In ...mentioning
confidence: 99%
“…In a study by Clifton et al (2018), they show that deontic authority is negotiated in a number of ways including multimodally. They argue a need for more research into the variety and interwovenness of multimodal resources that can be mobilized by participants to claim and negotiate deontic authority (Clifton et al, 2018).…”
This paper focuses on interdisciplinary trials as a multiparty and multiactivity setting in which different professions are needed for students with mobility disabilities to try out robot-assisted gait training. Through an ethnomethodological and conversation analytic approach to multimodal interaction analysis, we investigate how a research team collaborates with the employees at a sports high school to get students who are wheelchair users to walk. The paper provides an analysis of the professionals’ employment of multimodal resources for managing deontic rights when organizing interdisciplinary trials. It examines how the professionals initiate and negotiate their own and others’ actions necessary for preparing the student for walking. Based on video recordings, the paper focuses on the professionals’ deontic claims concerning co-participants actions and analyzes their temporal and spatial contingencies. Building on prior research on deontics, this paper contributes to our understanding of the interactive accomplishment of deontic authority and its sensitivity to contextual features.
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