Following the Leader: An Analysis of Leadership and Conformity in Business Meetings

Background: Past research has established the importance of discursive leadership in professional communication, but it has not systematically examined how conformity behaviors emerge as a potentially undesirable consequence of discursive leadership. Literature review: Review of the literature on the centrality of communication in leadership processes and conformity behavior suggest a void of analytic tools to adequately examine the negative consequences of discursive leadership. Research question: Are later interlocutors more likely to speak similarly to earlier ones if the earlier interlocutors occupy a more central position in the conversation network? Methodology: Based on 32,000 words of a transcribed meeting corpus, we measured conformity behaviors using Term Frequency-Inverse Document Frequency scores, which are widely used in the information retrieval setting. We also operationalized the strength of discursive leadership as a positional centrality measure in the conversation network using a matrix algebra approach in social network analysis. Results: Findings support the hypothesis that discursive leadership is associated with conformity in language aligned toward discursive leaders’ opinions. Conclusions: This study makes theoretical advances in understanding leadership construction and conformity behaviors between leaders and followers using empirical, authentic meeting data. We also give business people an applied understanding of the process of discursive leadership, which may help them to improve communication efficacy in their organizations by reducing overly conforming behaviors. We recommend that future research include more diverse participants and be combined with a survey to supplement the conversation data.