| Addressing three problems in the field of leadership studies---fragmentation across disciplines; emphasis on individual leaders in titled positions; failure to identify a coherent set of actions for performing leadership---this study develops a framework of core communicative leadership practices. It is premised on a philosophical analysis of 'leadership' as a social strategy for securing action in service of interests claimed by or for a community---an action performed intentionally via symbolic behavior accessible to any and all members of a community. This definition serves as a heuristic for the development of a systematic theory of leadership practice. The primary guiding question is "How do we participate in leadership?" Eight core practices that are fundamental to initiating and participating in leadership are identified and analyzed. The core practices include: reporting and inquiring---to build dialogue and facilitation; directing and pledging---to build commitment and obligation; envisioning and advocating---to inspire and motivate; and declaring and constituting---to create or change social reality. Practices are derived from four functional categories abstracted from the leadership literature, analyzed pragmatically using speech act theory, integrated with multi-disciplinary research, including communication, rhetoric, social psychology, and philosophy, and illustrated through practice-based scenarios. Ultimately, a thoroughly analyzed theory of leadership practice---grounded solidly in the field and integrated with scholarship from other disciplines---is provided with a set of implications and suggestions for the practice, development, and empirical study of leadership. |
