This article considers whether using leadership language may be one under-explored reason why there continues to be a significant lack of women at executive level. Do women make less of a linguistic impact in the boardroom than men? By analysing linguistic data from senior management meetings and follow-up interviews in seven multinational UK companies, we suggest that senior women and men use a very similar range of linguistic strategies to lead their teams except in one key respect. Women appear to (...) monitor and regulate their use of language more than men, adjusting what they say in the light of their colleagues’ concerns and agendas. This use of ‘double-voiced discourse’ enables women to survive in a male-dominated business world, but this can sometimes make their voice ‘harder to hear’. However, double-voiced discourse is also a form of linguistic expertise and potentially might offer women leaders a strategy for success. (shrink)

Increasingly, feminist linguistic research has adopted a discursive perspective to learn how women and men ‘do’ leadership in gendered ways. ‘Women’ as a social category is made relevant to this study by virtue of the lack of female senior leaders in UK businesses. Much previous research has analysed leadership discourse in mixed gender groups, relying on theories that imply comparisons between men and women. Using an Interactional Sociolinguistic approach, this study aims to learn more about how women perform leadership in (...) the absence of men by analysing the spoken interactions of a women-only team who were engaged in a competitive leadership task. The analysis reveals that the women accomplish leadership in multiple and complex ways that defy binary gendered classifications. Nonetheless, there is a distinctive gendered dynamic to the team’s interactions which, it is argued, might be disadvantageous to women aspiring to senior positions. (shrink)

This article considers the contribution that consultancy research might make to resolving communication problems that women have identified in their leadership practices. Within the intersecting fields of gender and language and workplace discourse, consultancy research – that is, practitioner-commissioned research to resolve work-related, communication problems – is still uncommon. This article presents a study of Monika, a senior leader in an engineering company, who commissioned me to find out why she was experiencing communication problems with her teams. By using interactional (...) sociolinguistic analysis, I was able to show Monika how her authority was being resisted on gendered, linguistic grounds. In making the case for more consultancy research, I discuss how we might use insights from discourse analysis to offer guidance to practitioners seeking our help. (shrink)