Difference between revisions of "Svennevig2011"
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{{BibEntry | {{BibEntry | ||
| − | |BibType= | + | |BibType=INCOLLECTION |
|Author(s)=Jan Svennevig | |Author(s)=Jan Svennevig | ||
|Title=Leadership style in managers’ feedback in meetings | |Title=Leadership style in managers’ feedback in meetings | ||
| Line 9: | Line 9: | ||
|Year=2011 | |Year=2011 | ||
|Booktitle=Constructing Identities at Work | |Booktitle=Constructing Identities at Work | ||
| − | |Pages= | + | |Pages=17–39 |
| + | |URL=https://link.springer.com/chapter/10.1057/9780230360051_2 | ||
| + | |DOI=10.1057/9780230360051_2 | ||
| + | |Abstract=This chapter investigates the professional identity of managers in meeting interaction. It shows that identity is related to the actions being carried out and to the style of communicating. More specifically, the analysis deals with how managers give feedback to their co-workers in reporting sequences in management meetings. It shows that in giving feedback the managers ascribe to themselves and their interlocutors various organizational and personal characteristics that are constitutive of their professional identity and consequential for their form of interaction. | ||
}} | }} | ||
Latest revision as of 05:47, 28 November 2019
| Svennevig2011 | |
|---|---|
| BibType | INCOLLECTION |
| Key | Svennevig2011 |
| Author(s) | Jan Svennevig |
| Title | Leadership style in managers’ feedback in meetings |
| Editor(s) | Jo Angouri, Meredith Marra |
| Tag(s) | EMCA, Meeting talk, Feedback |
| Publisher | Palgrave Macmillan |
| Year | 2011 |
| Language | |
| City | |
| Month | |
| Journal | |
| Volume | |
| Number | |
| Pages | 17–39 |
| URL | Link |
| DOI | 10.1057/9780230360051_2 |
| ISBN | |
| Organization | |
| Institution | |
| School | |
| Type | |
| Edition | |
| Series | |
| Howpublished | |
| Book title | Constructing Identities at Work |
| Chapter | |
Abstract
This chapter investigates the professional identity of managers in meeting interaction. It shows that identity is related to the actions being carried out and to the style of communicating. More specifically, the analysis deals with how managers give feedback to their co-workers in reporting sequences in management meetings. It shows that in giving feedback the managers ascribe to themselves and their interlocutors various organizational and personal characteristics that are constitutive of their professional identity and consequential for their form of interaction.
Notes
