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Leadership and communication: discursive evidence of a workplace culture change

VICTORIA UNIVERSITY OF WELLINGTON, janet.holmes{at}vuw.ac.nz

Stephanie Schnurr

VICTORIA UNIVERSITY OF WELLINGTON

Meredith Marra

VICTORIA UNIVERSITY OF WELLINGTON

Communication is an important component in the construction of workplace identities, including leader and group identities. Micro-level analysis of everyday workplace discourse provides valuable insights into the way leadership is constructed and how workplace culture is created, maintained, and changed. In this context, leaders and managers are inevitably significant and influential participants, with a crucial impact on workplace culture. Drawing on audio and video data collected in 12 meetings of an IT department, the analysis demonstrates ways in which two leaders, who succeed each other in the role of Director, reinforce and shape the culture of the workplace in which they operate. While both leaders claim teamwork as an important cultural value for their teams, their respective instantiations of teamwork are rather different. To explore the leaders' effect on the culture of their department, this investigation of leadership change examines ways in which the leaders manage regular workplace meetings (communication with a predominantly transactional orientation) and how they contribute to workplace humour (more relationally oriented behaviour). The analysis provides detailed evidence of the ways in which a change in leadership style can create the conditions for a change in the culture of a community of practice.

Key Words: community of practice • leadership • management studies • organizational values • social constructionism • teamWork

Discourse & Communication, Vol. 1, No. 4, 433-451 (2007)
DOI: 10.1177/1750481307082207


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