Politeness and leadership discourse in New Zealand and Hong Kong: A cross-cultural case study of workplace talk

Norms of what are considered appropriate and polite ways of communicating are situated in the cultural context in which interactions occur This crucial role of culture is particularly apparent in a workplace setting: norms regarding appropriate ways of integrating the competing discourses of power and politeness at work are strongly influenced by wider cultural expectations. Drawing on naturally-occurring data recorded in business meetings in New Zealand and Hong Kong, and using Locher and Watts' (2005) framework for analyzing relational work, this paper explores how leaders from two white-collar organizations achieve their various workplace objectives while simultaneously adhering to culture-specific politeness norms and expectations. The analysis focuses on just one of the discursive strategies which these leaders employ when performing relational work: humour This strategy constitutes a versatile and multi-functional tool which assists leaders in achieving their various leadership objectives. It is particularly useful for building rapport with subordinates and mitigating the impact of negatively affective speech acts. The analysis explores how the leaders' use of humour is consistent with culturally specific politeness norms negotiated in the leaders' community of practice; and how by drawing on it the leaders also meet cultural expectations concerning the enactment of effective leadership.