Abstract
Followership research has increased recently, but little attention has been paid to the complexities and challenges of creating a followership identity. Researchers typically portray followership as a safe alternative to leadership identity, but we challenge this assumption by using naturally occurring workplace interactions to identify active contributions as well as risks associated with a follower identity. In this study, we use conversation analysis to examine how people collaboratively construct identities, and how identity development shapes and organizes interactions between people. The findings reveal the risks of misidentifying the task at hand, of being too authoritative, and of claiming too much knowledge. Also, our analyses highlight that leader and follower roles remain abstract in workplace interactions and, instead, people focus more on negotiated, task-oriented, practical identities.
Original language | English |
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Journal | International Journal of Business Communication |
Volume | 58 |
Issue number | 1 |
Pages (from-to) | 3-30 |
Number of pages | 28 |
ISSN | 2329-4884 |
DOIs | |
Publication status | Published - Jan 2021 |
Bibliographical note
Published online: 1. November 2017Keywords
- Followership
- Leadership
- Conversation analysis
- Interaction
- Interactional risks