Reconsidering Kenneth Burke: His Contributions to the Identity Controversy

Branaman, Ann

doi:10.1111/j.1533-8525.1994.tb01738.x

Cited by 11 publications

(8 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Yet, Burke does not suggest that the critical resources of language are equally available to all (Branaman, 1994). If we carry the notion that a leader possesses highly developed rhetorical skills, the Burkean logic indirectly implies followers are eventually likely to be out competed by the more resourceful leaders.…”

Section: Burke's Dramatistic Perspective: Life Is Dramamentioning

confidence: 97%

The Dramatistic Genre in Leadership Studies: Implications for Research and Practice

Sinha

2010

Leadership

View full text Add to dashboard Cite

Since the late 1980s, leadership theorists and researchers have appreciated the significance of leaders as makers of meaning. While this understanding has stimulated a greater need to link leadership to organizational symbolism and organizational sense-making issues, the focus on these issues has resulted in not insignificant dissatisfaction with conventional approaches to the study of leadership. In response, this article proposes a complementary alternative focus for research and practice in the leadership area. It advances the use of the symbolic and relational aspects of leadership as highlighted in the three subgenres of dramatism namely: Kenneth Burke’s dramatism (life is drama ), Erving Goffman’s dramaturgy (life is like drama ) and Victor Turner’s social drama (life and drama are interdependent ). There-after the article explores the key distinctions between the three sub-genres so as to identify their analytical as well as explanatory focus. Implications for leadership research and practice using the three subgenres are presented. The article closes with a discussion on the opportunities an integrated dramatistic approach might offer the general field of leadership.

show abstract

Section: Burke's Dramatistic Perspective: Life Is Dramamentioning

confidence: 97%

The Dramatistic Genre in Leadership Studies: Implications for Research and Practice

Sinha

2010

Leadership

View full text Add to dashboard Cite

show abstract

“…In addition, follower responses ensured through identification are essential for leader identity (Howell and Shamir, 2005). As underscored by Branaman (1994) leader identity can, in such instances, become a tool with which followers can cunningly appropriate the leader's language of dominance towards their collective ends.…”

Section: Demystifying 6 Identification Motivesmentioning

confidence: 98%

“…Recalling that Burke does not rely on a notion of an unsocialized, prediscursive essential 'self' and that identity is defined wholly in terms of social categories (Branaman, 1994), we argue that leader identity can become a key instrument of social criticism. This can be achieved by determining the standards or principles by which social hierarchy is structured and leader/follower identities allotted.…”

Section: Leader Identity Constructionmentioning

confidence: 99%

A Burkean Inquiry into Leader–Follower Identification Motives

Sinha

Jackson

2006

Culture and Organization

View full text Add to dashboard Cite

PareshaSinha psinha@waikato.ac.nz The primary goal of this paper is to develop a rhetorically based understanding of the dynamics of the identification process between transformational or charismatic leaders and their followers. We bring to bear Burke's theory of identification in an effort to provide a finely nuanced and deeply rooted conceptualization of follower identification that we perceive to be a weakness of the transformational/charismatic leadership discourse. A secondary goal is to evaluate leader-follower identification motives to reveal the potential for 'questionable' motives on the part of both leaders and followers. A dramaturgical model is utilized to reveal the dramatic struggle that underlies the leader-follower identification process. We suggest that Goffman's views on morality and manipulation can provide a useful supplement to Burke's theory of identification as it highlights the performative aspects of transformational and charismatic leadership.

show abstract

“…This idea entered sociology in the 1950s, principally through the work of Erving Goffman (1959Goffman ( , 1967. Influenced by earlier theorists from outside the discipline like Kenneth Burke (Branaman 1994;Burke [1945] 1969), Goffman created a framework in which individuals perform actions that they intend their audience to read in a certain way. For a performance to be successful, people must act in a way consistent with their interlocutors' understanding of the role they are playing.…”

Section: Dramaturgical Sociologymentioning

confidence: 99%

Connected Audiences in Social Performance

Malacarne

2021

Sociological Theory

View full text Add to dashboard Cite

Previous accounts of social performance have examined the difficulties associated with multiple audiences, but few describe situations in which a performer’s audiences are not only multiple but are also connected in ways that mean the reaction of one audience will influence that of the other. I lay out the necessary conditions for audiences to be considered connected, the potential configurations of connected audiences, and the challenges for performative success that come with such configurations. I argue that some performance structures are increasingly central to civil engagement as groups become less likely to interact but more likely to virtually observe one another and that conceptualizing these performances is essential to understanding recent political events in pluralistic societies.

show abstract

Reconsidering Kenneth Burke: His Contributions to the Identity Controversy

Cited by 11 publications

References 13 publications

The Dramatistic Genre in Leadership Studies: Implications for Research and Practice

The Dramatistic Genre in Leadership Studies: Implications for Research and Practice

A Burkean Inquiry into Leader–Follower Identification Motives

Connected Audiences in Social Performance

Contact Info

Product

Resources

About