Be(com)ing a Leader: A Case Study of Co-Constructing Professional Identities at Work

Abstract

In this chapter we examine how leader identities are negotiated and co-constructed discursively from a social constructionist perspective. Our particular focus is the processes involved in (co-)constructing the identity of a team leader who has been newly promoted to this position from being an ordinary team member. More specifically, we explore how becoming and being a leader is accomplished interactionally and how various interlocutors participate in the diverse processes involved in this identity construction. These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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