Recent research on post-heroic leadership emphasizes its relational nature, particularly the role of dialogue in creating spaces where leadership can thrive. Building on Foucault’s concept of parrhesia, this article posits that such ‘dialogic spaces’ are only enabled if individuals involved in the leadership process can exercise ‘frank speech’, particularly amid asymmetric power dynamics. This study empirically explores leadership co-construction within a group initially organized under hierarchical leadership. It sheds light on the dialogic conditions introduced by this group to negotiate the emerging meaning of shared leadership through the exercise of frank speech to address conflicting views regarding the enactment of shared leadership as a form of organizing. This research contributes to the debate on shared versus hierarchical leadership by examining the potential and limitations of a ‘parrhesiastic pact’ to facilitate dialogic leadership practices in organizations. It does so by foregrounding critical issues related to power and hierarchy that may inhibit the emergence of shared leadership. Moreover, it underscores the ambiguities tied to leadership based on a parrhesiastic pact. That is, the dual and conflicting behaviours create confusion and contradictory actions when endeavouring to engage in shared leadership practices while upholding organizational forms associated with hierarchical power structures.
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