Abstract
Using the concept of distributed leadership, this paper demonstrates not only that having multiple leaders in an organisation is an effective way of structuring leadership, but that it allows for a range of Leadership styleto be performed, each of which meets the immediate needs of a Community of practice within an organisation. Leadership is shown to be a skill that is acquired through situated learning, and it is through the analysis of Leadership discourse that we can see how different leadership styles are developed and negotiated at a local level. Thus, by analysing leadership Discourse in a rugby team, this paper challenges the Stereotypeof the ‘born leader’ and adds further weight to the idea that multiple leaders in an organisation is not only a useful strategy, it is also one that can support leadership emergence and development from within an organisation.