Symbols and abbreviations Foreword John J. Gumperz Introduction to the reissue Notes 1. Introduction 2. Summarized argument 3. The argument: intuitive bases and derivative definitions 4. On the nature of the model 5. Realizations of politeness strategies in language 6. Derivative hypotheses 7. Sociological implications 8. Implications for language studies 9. Conclusions Notes References Author index Subject index.

Politeness : Some Universals in Language Usage

How to Do Things With Words

Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.

/pdf/relationship-based-approach-to-leadership-development-of-4051bip27n.pdf

Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

The Social Psychology of Organizations.

The past decade has brought advanced information technologies, which include electronic messaging systems, executive information systems, collaborative systems, group decision support systems, and other technologies that use sophisticated information management to enable multiparty participation in organization activities. Developers and users of these systems hold high hopes for their potential to change organizations for the better, but actual changes often do not occur, or occur inconsistently. We propose adaptive structuration theory (AST) as a viable approach for studying the role of advanced information technologies in organization change. AST examines the change process from two vantage points: (1) the types of structures that are provided by advanced technologies, and (2) the structures that actually emerge in human action as people interact with these technologies. To illustrate the principles of AST, we consider the small group meeting and the use of a group decision support system (GDSS). A GDS...

Capturing the Complexity in Advanced Technology Use: Adaptive Structuration Theory

This article presents a constitutive approach to the study of organizational contradictions, dialectics, paradoxes, and tensions. In particular, it highlights five constitutive dimensions (i.e., discourse, developmental actions, socio-historical conditions, presence in multiples, and praxis) that appear across the literature in five metatheoretical traditions—process-based systems, structuration, critical, postmodern, and relational dialectics. In exploring these dimensions, it defines and distinguishes among key constructs, links research to process outcomes, and sets forth a typology of alternative ways of responding to organizational tensions. It concludes by challenging researchers to sharpen their focus on time in process studies, privilege emotion in relation to rationality, and explore the dialectic between order and disorder.

Contradictions, Dialectics, and Paradoxes in Organizations: A Constitutive Approach†

In this article we examine the relationship between discourse and organization. It is a relationship of growing interest in the communication literature as organizations are increasingly framed as discursive constructions. However, such framing appears subject to at least 3 interpretations. First, an organization may be cast as an already formed object with features and outcomes reflected in discourse. Second, organizations may be seen in a perpetual state of becoming through the ways that the properties of discourse shape organizing. Finally, organizations may be grounded in action, anchored in social practices and discursive forms. Moreover, each of these 3 orientations provides a different cast to the terms discourse and Discourses. We use these interpretations and different notions about discourse to explore the research traditions on organizational language and social interaction. We contend that all 3 orientations are necessary and should operate simultaneously to reveal a complex view of the organization-discourse relationship.

Organizations as Discursive Constructions

A growing body of literature now exists concerning the social construction of leadership. This literature draws on a variety of definitions of social constructionism, multiple constructs, and an array of perspectives, approaches, and methods. To identify and understand the differences among them, this article provides a sailing guide, comprising four key dimensions, to the social construction of leadership. It applies the guide to the social constructionist leadership literature, including the articles in this special issue. It then discusses how the guide can act as a reflexive tool when various choice points are revealed and a means by which to chart future paths for social constructionist leadership research.

The Social Construction of Leadership: A Sailing Guide

Framing: Seizing Leadership Moments in Everyday Conversations. From the Inside Out: How Your Own View of Reality Shapes Communication Goals. Vision--Based Framing: Enabling People to See the World You See. Context Sensitivity: Recognizing Opportunities and Constraints. Tools for Framing: Metaphor, Jargon, Contrast, Spin, and Stories. Avoiding Mixed Messages. Preparing Yourself to Frame Spontaneously. Establishing Credibility: What You Frame, How You Frame, and How Others Frame You. Epilogue: Framing in Action.

/pdf/the-art-of-framing-managing-the-language-of-leadership-14f3yugsu3.pdf

The Art of Framing: Managing the Language of Leadership

1: Two Traditions 2: Sequence and Temporal Form 3: Membership Categorization 4: Disciplinary Power 5: Self-Identities, Interpretive Repertoires 6: Narrative Logics 7: Material Mediations 8: Praxis and More Conversation Appendices

Gail T. Fairhurst

Papers

Contradictions, Dialectics, and Paradoxes in Organizations: A Constitutive Approach†

Organizations as Discursive Constructions

The Social Construction of Leadership: A Sailing Guide

The Art of Framing: Managing the Language of Leadership

Discursive Leadership: In Conversation with Leadership Psychology