ABSTRACT
Everyday leaders choose whether to speak up or stay silent. They choose whom to listen to and whose opinion to discount, while people around them interpret what they’ve said and not said and decide how to respond. These choices and decisions turn into habits that have far-reaching consequences and reflect the culture of an organisation. They determine whether misconduct is questioned, ideas shared, and different perspectives heard. This chapter explores how power and authority are sustained and changed, how these shape what does and doesn’t get said in the workplace, and why engaging with the day-to-day of actual conversational practices is at the heart of organisational culture work.
