Constructing leader identities through teasing at work

Workplaces constitute important sites where individuals construct and negotiate their various social identities. And one of the most crucial sites where this identity construction takes place is in working groups (which often form communities of practice). Over time, these groups may develop a shared repertoire of linguistic norms on which members regularly draw when interacting with each other. Drawing on over 40 h of authentic discourse data, this paper illustrates how three leaders construct their professional identities by using teasing humour in ways that exploit the specific discursive norms that characterise their respective working groups. Teasing comprises a valuable component of the linguistic repertoire negotiated among group members. This discourse strategy not only constitutes a prime means for identity construction but also assists the leaders in achieving their various workplace objectives. A comparison of the ways in which the leaders use teasing humour indicates substantial pragmatic differences in their choice of teasing style. These differences reflect, contribute to and reinforce the normative communicative behaviours which characterise the leaders’ working groups. By systematically drawing on the discursive style developed in their respective community of practice, the leaders “do leadership” in ways that are considered appropriate and normative in their workplace