Discursive Leadership: In Conversation with Leadership Psychology

By Gail T. Fairhurst. 2007

386 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/816157e5cebfd20c0c9a054cc63109a2daddeb9f

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Citations in the corpus

Resilience: Talking, Resisting, and Imagining New Normalcies Into Being (2010, background): “Similarly the language depicting processes of ‘‘reintegrating’’ or ‘‘bouncing back’’ (Coutu, 2002) soften the realities of the profound negotiations and contestations that occur as we delve into layers of linguistic choices and talk-in-interaction (discourses) embedded within cultural formations or ”
Identity undoing and power relations in leadership development (2013, background): “…have been addressed in similar fields such as group relations (Gould et al., 2004), management development (Gagnon, 2008), executive coaching (Fairhurst, 2007), critical management education (Clegg and Ross-Smith, 2003; Gabriel, 2009; Reynolds, 1999), and even leadership studies (Fairhurst,…”
Organizing Ambiguity: A Grounded Theory of Leadership and Sensemaking Within Dangerous Contexts (2010, background): “…away from a focus on individual leaders’ one-way interpersonal influence toward viewing organizational actors enacting leadership through dynamic, multidirectional interaction that fosters effective sensemaking about emerging events (Fairhurst, 2007; Fairhurst & Sarr, 1996; Marion & Uhl-Bien).”
Leadership as Social Influence (2016, background): “However, it is also the case that the emphasis on discourse often fails to take into consideration the material and nonverbal dynamics of leadership (Fairhurst, 2007).”
The impossibility of the ‘true self’ of authentic leadership (2011, background): “Located in positive psychology, neither pathological behaviour nor acknowledging or counteracting the worst in people are explored (Avolio and Gardner, 2005; Avolio et al., 2004; Fairhurst, 2007; Gardner et al., 2005; Illies et al., 2005; Shamir and Eilam, 2005).”
Leadership in the Plural (2012, background): “For example, Fairhurst (2007) has proposed a psychosocial approach to leadership, where leaders and followers are both discursively constructed; in other words, their relative positions in leadership situations and contexts are constructed through talk.”
Leadership: A categorical mistake? (2008, background): “…language-games, for ethnomethodology the indexicality of language is a key resource for explicating and so understanding how a setting is organized as ‘sensible’ by its members, and of course this includes an understanding of what it means to be a competent member (Fairhurst, 2007; ten Have, 2002).”
Leaders’ Personal Wisdom and Leader–Member Exchange Quality: The Role of Individualized Consideration (2014, background): “On the other hand, critical management theorists have questioned the tendency to characterize leaders as extraordinary heroes who can easily charm followers (Fairhurst 2007; Tourish 2008).”
Meeting Talk (2009, background): “Fairhurst (2007) outlines the different discursive approaches to the topic of leadership and discusses the contribution discourse analysis may make to leadership research and training.”
The Social Construction of Leadership: A Sailing Guide (2010, background): “Such tool bags are ready for use by leadership actors who, in the moment of communicating, are managers of meaning and passive receptors of meaning all at once (Fairhurst, 2007).”
Toward a Discourse-Centered Understanding of Organizational Change (2011, background): “…of argumentation, rhetoric, issue selling, and other linguistic and semiotic devices related to dramaturgy, impression management, and influencing tactics might come into play (Dutton, Ashford, O’Neill, & Lawrence, 2001; Fairhurst, 2007; Fairhurst & Sarr, 1996; Harvey, 2001; Walker & Monin, 2001).”
Considering context in discursive leadership research (2009, background): “, 1994) unfortunately obfuscates a journey by discursive leadership scholars that is less about a new take on what leaders do or offering up new methods – often the perceived take on discourse analysis – and much more about leadership ontology and epistemology (Fairhurst, 2007).”
When the Romance is Over: Follower Perspectives of Aversive Leadership (2007, background): “Our findings suggest that greater involvement and empowerment of teachers may also positively impact principal–teacher relations, as teachers who are more satisfied are likely to attribute these positive contextual changes to the principal’s leadership.”
Interaction in workplace meetings (2012, background): “Researchers in organizational and managerial communication have repeatedly pointed to the need for more empirical research on actual leadership practices as observed in day-to-day work settings (Cooren, 2007; Fairhurst, 2007; Samra-Fredericks, 2003; Svennevig, 2008).”