By Norman Fairclough
Analysing Discourse is an available introductory textbook for all scholars and researchers operating with actual language data.
Drawing on more than a few social theorists from Bourdieu to Habermas, in addition to his personal study, Norman Fairclough's e-book offers a kind of language research with a regularly social standpoint. His strategy is illustrated through and investigated via a number genuine texts, from written texts, to a television debate in regards to the monarchy and a radio broadcast in regards to the Lockerbie bombing. The student-friendly ebook additionally bargains obtainable summaries, an appendix of instance texts, and a thesaurus of phrases and key theorists.
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Additional info for Analysing discourse : textual analysis for social research
Different kinds of leadership capabilities are needed for the accomplishment of these different roles. It is also worth noting that there may be misalignment of the perceptions between distant and near group followers (Waldman 1999). These two levels of distant and near refer, of course, to the conventional idea of the hierarchical leader—that is, a leader who occupies some position of authority. Other skills will be required of those exercising lateral leadership. The necessary skills in such circumstances have been identified by Fisher and Sharp (1998), who explain ‘how to lead when you are not in charge’.
Similar findings emerged from an extensive 22-country study across Europe which revealed cultural variation in notions about leadership (Brodbeck 2000). The study suggests that there are pre-existing leadership ‘prototypes’ or expectations about leaders in the different cultures; these affect the willingness of followers to go along with certain roles and styles of leaders. Brodbeck identifies a set of dimensions which reveal core differences in leadership prototypes. Cultural differences in the understanding of and attitudes to leadership have also been explored in another study by Brodbeck in the even more widely variant comparative contexts of Europe and Africa.
Under these sorts of conditions, it is no surprise that the idea of the transformational leader became so appealing. The introduction of a deus ex machina figure became almost formulaic. Health trusts were prevailed upon to bring in larger-than-life chair figures from the private sector and to parachute in ‘interim managers’ as chief executives. The government and the health trust nonexecutives wanted ‘leader’ figures—people who would exude confidence, energy and enthusiasm. These were in effect ‘interim managers’ whose role was seen as temporary ‘experts’ parachuted in at the top with a mission to bring about significant change before they went native and became embroiled in local culture and assumptions.
Analysing discourse : textual analysis for social research by Norman Fairclough