The article examines leadership as an aspect of everyday work interactions. Drawing on the findings of an ethnographically inspired study of superior—subordinate relations in a bank, it argues that leadership can be understood as embedded in everyday work-activities, rather than seen as distinct from these. Relying on the framework of discursive psychology, a micro-level analysis of an informal interaction is presented, showing how discursive strategies in the leader—follower exchange make relevant organizational visions and values rooted in the wider cultural context, and how the follower identity and action alternatives are negotiated in this process. These findings are discussed in the light of current leadership research, and it is suggested that leadership can be understood as a practical accomplishment. Influence may thus be seen as dependent on or embedded in everyday work, a contention which constitutes a challenge to the widespread distinction between management and leadership.
Stored only when both papers are in the corpus — 75 citations exist upstream.
Imported from OpenAlex (CC0) — nothing here is generated.