東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

The Interactional Construction of Le...

Schmitt, Christian Joachim,

FindBook

Google Book

Amazon

博客來

The Interactional Construction of Leadership: The Case of a German Start-Up /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The Interactional Construction of Leadership: The Case of a German Start-Up // Christian Joachim Schmitt.
作者:	Schmitt, Christian Joachim,
面頁冊數:	1 electronic resource (394 pages)
附註:	Source: Dissertations Abstracts International, Volume: 86-04, Section: B.
Contained By:	Dissertations Abstracts International86-04B.
標題:	Language. -
電子資源:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=31603980
ISBN:	9798342128759

The Interactional Construction of Leadership: The Case of a German Start-Up /
Schmitt, Christian Joachim,

The Interactional Construction of Leadership: The Case of a German Start-Up /Christian Joachim Schmitt. - 1 electronic resource (394 pages)

Source: Dissertations Abstracts International, Volume: 86-04, Section: B.

This study examines the interactional construction of leadership in a German start-up team by analysing team members' everyday work-related interactions across different mediated and unmediated communication channels (Skype, email, Whats: App, face-to-face) over a span of six months (February 2015-July 2015). The start-up team, a contemporary distributed leadership setting (e.g., Vine et al., 2008), has received limited attention in terms of interactional leadership research. Without an assigned leader, leadership among the formally equal start-up team members is constructed in interaction as they navigate specific routine activities of their venture (in this study, update deliveries and decision-making). This study's leadership investigation incorporates broader notions of leadership as influence-in-action, while also acknowledging leader as a professional identity that is indexed in interaction (Bucholtz and Hall, 2005). The analysis of interactions draws on interactional pragmatics, bringing together notions from pragmatics (e.g., politeness theory; Brown and Levinson, 1987; professional face; Marquez Reiter, 2009) and conversation analysis (e.g., epistemic authority; Heritage, 2012; deontic authority; Stevanovic, 2015), while considering the relational continuity (Sigman, 1991) between exchanges and the affordances (e.g., Mannell, 2019; Mascheroni and Vincent, 2016) of the media involved. The study's results show that leadership in the start-up is dynamically constructed in interaction, with variations in linguistic practices across activities and channels, and according to members' interpersonal relationships. In verbal updates, leadership is primarily constructed through assessment contributions, giving update deliverers a notable advantage. Conversely, textual updates offer more autonomy to recipients. Leadership construction in decision-making occurs mainly during proposal-assessment sequences, with a decision's outcome as a result of individual influence. Leadership in textual decision-making is particularly evident during meeting arrangements, whereas textual strategic proposals are often resisted through practices like non-responses. Overall, leadership in the start-up team is found to not be the product of an individual member, but instead a collaborative accomplishment.

English

ISBN: 9798342128759Subjects--Topical Terms:

643551
Language.

The Interactional Construction of Leadership: The Case of a German Start-Up /
LDR:03675nmm a22004213i 4500 001 2434178
005 20250912100609.5
006 m o d
007 cr|nu||||||||
008 261011s2024 miu||||||m |||||||eng d
020 $a 9798342128759
035 $a (MiAaPQD)AAI31603980
035 $a (MiAaPQD)Open_Univ_UK98635
035 $a AAI31603980
040 $a MiAaPQD $b eng $c MiAaPQD $e rda
100 1 $a Schmitt, Christian Joachim, $e author. $3 3824072
245 1 0 $a The Interactional Construction of Leadership: The Case of a German Start-Up / $c Christian Joachim Schmitt.
264 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2024
300 $a 1 electronic resource (394 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertations Abstracts International, Volume: 86-04, Section: B.
500 $a Advisors: Reiter, Rosina Marquez.
502 $b Ph.D. $c Open University (United Kingdom) $d 2024.
520 $a This study examines the interactional construction of leadership in a German start-up team by analysing team members' everyday work-related interactions across different mediated and unmediated communication channels (Skype, email, Whats: App, face-to-face) over a span of six months (February 2015-July 2015). The start-up team, a contemporary distributed leadership setting (e.g., Vine et al., 2008), has received limited attention in terms of interactional leadership research. Without an assigned leader, leadership among the formally equal start-up team members is constructed in interaction as they navigate specific routine activities of their venture (in this study, update deliveries and decision-making). This study's leadership investigation incorporates broader notions of leadership as influence-in-action, while also acknowledging leader as a professional identity that is indexed in interaction (Bucholtz and Hall, 2005). The analysis of interactions draws on interactional pragmatics, bringing together notions from pragmatics (e.g., politeness theory; Brown and Levinson, 1987; professional face; Marquez Reiter, 2009) and conversation analysis (e.g., epistemic authority; Heritage, 2012; deontic authority; Stevanovic, 2015), while considering the relational continuity (Sigman, 1991) between exchanges and the affordances (e.g., Mannell, 2019; Mascheroni and Vincent, 2016) of the media involved. The study's results show that leadership in the start-up is dynamically constructed in interaction, with variations in linguistic practices across activities and channels, and according to members' interpersonal relationships. In verbal updates, leadership is primarily constructed through assessment contributions, giving update deliverers a notable advantage. Conversely, textual updates offer more autonomy to recipients. Leadership construction in decision-making occurs mainly during proposal-assessment sequences, with a decision's outcome as a result of individual influence. Leadership in textual decision-making is particularly evident during meeting arrangements, whereas textual strategic proposals are often resisted through practices like non-responses. Overall, leadership in the start-up team is found to not be the product of an individual member, but instead a collaborative accomplishment.
546 $a English
590 $a School code: 0949
650 4 $a Language. $3 643551
650 4 $a Behavior. $3 532476
650 4 $a Communication channels. $3 3560268
650 4 $a Computer mediated communication. $3 3687333
650 4 $a Verbal communication. $3 3560678
650 4 $a Power. $3 518736
650 4 $a Decision making. $3 517204
650 4 $a Linguistics. $3 524476
650 4 $a Personal relationships. $3 3422407
650 4 $a Communication. $3 524709
650 4 $a Social psychology. $3 520219
690 $a 0290
690 $a 0679
690 $a 0459
690 $a 0429
690 $a 0454
690 $a 0451
710 2 $a Open University (United Kingdom). $e degree granting institution. $3 3771811
720 1 $a Reiter, Rosina Marquez $e degree supervisor.
773 0 $t Dissertations Abstracts International $g 86-04B.
790 $a 0949
791 $a Ph.D.
792 $a 2024
856 4 0 $u https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=31603980