Chapter

Co-Leadership

Janet Holmes, Meredith Marra and Bernadette Vine

in Leadership, Discourse, and Ethnicity

Published in print December 2011 | ISBN: 9780199730759
Published online January 2012 | e-ISBN: 9780199918454 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780199730759.003.0006

Series: Oxford Studies in Sociolinguistics

Co-Leadership

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This chapter examines the concept of co-leadership, demonstrating that, in some organizations, different facets of leadership are shared among two or more senior members of a workplace team. It examines the range of ways in which co-leadership is discursively enacted, including the ways in which co-leadership interacts with ethnicity. It outlines how co-leadership actually works in practice within particular organizations, identifying just which aspects of control and power are shared and which are not delegated. In all four of the workplaces examined, there are co-leadership partnerships, although each is different. These partnerships reflect societal, organizational, and communities of practice norms as well as the particular strengths of the individual leaders involved.

Keywords: co-leadership partnerships; ethnicity; workplace teams; control; power; communities of practices

Chapter.  8258 words.  Illustrated.

Subjects: Sociolinguistics

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