Shared leadership: struggles over meaning in daily instances of uncertainty.

Gadelshina, Gyuzel (2020) Shared leadership: struggles over meaning in daily instances of uncertainty. Leadership, 16 (5). pp. 522-545. ISSN 1742-7150

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Official URL: https://doi.org/10.1177/1742715020935748

Abstract

Research presented in this article advances existing work on shared leadership and organizational sensemaking by an empirical demonstration of the organizing properties of leadership in daily instances of uncertainty. Drawing on conversation analysis combined with ethnographic data collected during 12-month fieldwork, this article spells out the conversational mechanisms and discursive practices used by leadership actors in the process of sensemaking directed towards organizationally relevant goals. Through a fine-grain analysis of an extended troubles-telling sequence in a particular meeting encounter, this study shows how conversation analysis–inspired research can be used to add a more nuanced understanding of a substantive area of social life, such as shared leadership which is achieved in interaction and which involves various leadership actors, regardless of their hierarchical positions and organizational roles.

Item Type: Article
Uncontrolled Keywords: Conversation analysis, leadership in interaction, epistemics, sensemaking, shared leadership
Subjects: N600 Human Resource Management
Department: Faculties > Business and Law > Newcastle Business School
Depositing User: Elena Carlaw
Date Deposited: 25 Sep 2020 11:22
Last Modified: 08 Oct 2020 14:45
URI: http://nrl.northumbria.ac.uk/id/eprint/44297

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