2011
DOI: 10.1016/j.pragma.2010.09.006
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‘Doing power’ at work: Responding to male and female management styles in a global business corporation

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Cited by 52 publications
(37 citation statements)
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References 17 publications
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“…By analysing talk between leaders as backstage and the discursive performance of leadership duties on an organisational level as frontstage, a thread of continuity between events is maintained that represents a focus on organisational goals. This is important for the study of leadership discourse, as one of the driving factors in analysing leadership discourse is that it is of relevance to the needs of leaders, and one of these needs is how their leadership behaviour enhances the business of their organisation (Bolden ; Holmes, Marra and Vine ; Ladegaard ; Schnurr and Chan ).…”
Section: Discussionmentioning
confidence: 99%
“…By analysing talk between leaders as backstage and the discursive performance of leadership duties on an organisational level as frontstage, a thread of continuity between events is maintained that represents a focus on organisational goals. This is important for the study of leadership discourse, as one of the driving factors in analysing leadership discourse is that it is of relevance to the needs of leaders, and one of these needs is how their leadership behaviour enhances the business of their organisation (Bolden ; Holmes, Marra and Vine ; Ladegaard ; Schnurr and Chan ).…”
Section: Discussionmentioning
confidence: 99%
“…Such approaches highlight the ways in which speakers actively (though not necessarily consciously) construct a range of contextdependent social meanings, and how they sometimes break with normatively gendered ways of speaking. In workplace contexts, for example, it has been shown that female leaders draw on a range of 'masculinities' and 'femininities' to enact their professional identity (Holmes 2006;Holmes & Stubbe 2003;Holmes & Marra 2011;Baxter 2006;Mullany 2010;Angouri 2011;Ladegaard 2011). Similarly, in female-dominated workplace contexts, such as nursing, the discursive behaviour of male nurses has been described as 'feminine'; however, this does not mean that they are 'being a woman', but simply that they are conducting a professional role of 'being a nurse ' (McDowell 2015).…”
Section: Theoretical and Methodological Approachmentioning
confidence: 99%
“…Holmes has pointed to the expectation in such workplaces of a speech style which signals 'autonomous', 'task/outcome', and 'referentially oriented' stances, and which in turn has been said to index normative masculinity (2006:6; see also Tannen 2001). One oft-explored question in this body of work has been how female managers discursively navigate the double bind of being in a position of authority without coming across as abrasive, aggressive, or unfeminine (Holmes & Marra 2011;Angouri 2011;Mullany 2010;Ladegaard 2011).…”
Section: Transformation Of Workmentioning
confidence: 99%
“…This approach has proved very successful in collecting actual workplace data, and the project's methodology has been adopted by many others researching spoken interaction (e.g. Koester 2006;Richards 2006;Angouri 2007;Mullany 2007;Ladegaard 2011). This paper draws on the full range of recorded data, including interactions at morning tea, small, relatively informal work-related meetings and discussions involving two or three people, as well as data from larger, and generally longer, meetings which were both audio-and video-recorded.…”
Section: Database and Methodologymentioning
confidence: 99%