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Leadership
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Exploring Co-leadership Talk Through Interactional Sociolinguistics

Bernadette Vine

Victoria University of Wellington, New Zealand, Bernadette.Vine{at}vuw.ac.nz

Janet Holmes

Victoria University of Wellington, New Zealand

Meredith Marra

Victoria University of Wellington, New Zealand

Dale Pfeifer

Victoria University of Wellington, New Zealand

Brad Jackson

Victoria University of Wellington, New Zealand, The University of Auckland, New Zealand

This article seeks to bring to the fore the processes by which leaders co-create leadership through collective talk within the workplace. Co-leadership has recently been recognized as an important aspect of leadership practice, especially at the top of organizations, yet it remains under-theorized and empirically under-explored. Guided by the desire to integrate concepts that have emerged from leadership psychology with discursive leadership approaches, this exploratory empirical study applies a specific form of discourse analysis, interactional sociolinguistics, to three different organizational contexts. Because interactional sociolinguistics focuses on the ways in which relationships are seen to be negotiated and maintained through talk, it is well placed to analyse leadership, a relational process involving leaders and followers that is predicated on asymmetrical power relations. The analysis demonstrates how successful co-leaders cooperate, dynamically shifting roles and integrating their leadership performance to encompass task-related and maintenance-related functions of leadership.

Key Words: co-leadership • discourse analysis • interactional sociolinguistics

Leadership, Vol. 4, No. 3, 339-360 (2008)
DOI: 10.1177/1742715008092389
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