Considering context in discursive leadership research

By Gail T. Fairhurst. 2009

285 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/209646c4be858b2968f2f3651ea87bf4804b8552

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Leadership Development in Organizations: Multiple Discourses and Diverse Practice (2013, unknown): “The use of discourse in the study of organizational behaviour is not new, but partly because writers and researchers tend to remain committed to their favoured approaches, multi-discourse enquiry is, with some notable exceptions (Alvesson and Karreman 2000; Fairhurst 2009; Lewis and Keleman 2002; Sc”
It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams (2019, background): “The view of social influence as a co-constructed phenomenon resulting from the interactions between team members who create a history that shapes and guides future influence is core to the discursive perspective on leadership (Fairhurst, 2009; Fairhurst, & Uhl-Bien, 2012).”
How transformational leadership works during team interactions: A behavioral process analysis (2015, background): “The present study shows how fine-grained interaction analysis can help address this gap and addresses recent calls to capture leadership as a dynamic, context-embedded social process (e.g., Fairhurst, 2009; Marion & Uhl-Bien, 2001; Osborn, Hunt, & Jauch, 2002).”
Leadership as Social Influence (2016, background): “An emphasis on sensemaking also directs attention to a consideration of the role of communication and context in understanding the actions and behaviors of leaders (Fairhurst, 2009; Weick, 1979, 1995; Weick, Sutcliffe, & Obstfeld, 2005).”
Strategic Vision and Values in Top Leaders’ Communications (2015, background): “…researchers have made notable progress investigating strategic leader language—specifically in language used to convey a strategic vision (Baum et al., 1998; Conger, 1991; Dolan & Garcia, 2002; Fairhurst, 2009; Larwood, Falbe, Miesing, & Kriger, 1995; Sillince, 2006; Westley & Mintzberg, 1989).”
The Social Construction of Leadership: A Sailing Guide (2010, background): “Communicative practices—talk, discourse, and other symbolic media—occasioned by the context are integral to the processes by which the social construction of leadership is brought about (Fairhurst, 2009.”
Dichotomies, dialectics and dilemmas: New directions for critical leadership studies? (2014, background): “For example, a special issue on leadership and context includes two separate introductions exploring context from the perspective of leadership psychology (Liden and Antonakis, 2009) and discourse analysis (Fairhurst, 2009).”
From leadership-as-practice to leaderful practice (2011, background): “The meanings and identities, however, tend to be co-created, contextual, and locally achieved, adding richness to the discourse analysis which attempts to capture them (Bateson, 1972; Boden, 1994; Fairhurst, 2009).”
‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness (2011, background): “…a resurrected stream in leadership studies that highlights the variability of context, and how this salient factor influences the interplay and interpretation of variables under study (see Fairhurst, 2009; Game, 2008; House and Aditya, 1997; Liden and Antonakis, 2009; Zaccaro and Klimoski, 2001).”