Understanding power relations in shared leadership: displays of authority and resistance in interaction.

Research output: Contribution to conferencePaperpeer-review


This research examines
how leaders establish their authority in meeting interactions during the process of
organisational change. By drawing on transcripts of naturally occurring meeting interactions,
this paper demonstrates the emergent character of shared leadership and how claims to
authority can be either granted or resisted in interaction. In accordance with the conversation
analysis (CA) method, this research pursues an empirical, interactional approach to leadership
by stressing its situated and intersubjective dimensions.
The transcript of the extract presented during the conference is taken from a corpus of the
project team meetings recorded during twelve months fieldwork in a British University. This
corpus consists of transcriptions of ten project team meetings observed and recorded by the
author. The transcribed dataset is over 20 hours long, giving a combined dataset of nearly
150,000 words. Thus, the analytical claims which will be presented during the conference are
empirically grounded in the transcript of naturally occurring talk and can be assessed by
referring to the particular data in a transcript.
Original languageEnglish
Publication statusPublished - 2019
EventInterdisciplinary Perspectives on Leadership Symposium: Leadership, Power and Politics - Greece
Duration: 16 May 201918 May 2019
Conference number: 4th


ConferenceInterdisciplinary Perspectives on Leadership Symposium
Abbreviated titleIPLS
Internet address

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