Practising empty talk

This article draws on theories of normative control and critical management studies to investigate caseworkers’ strategies in correspondence a new leadership philosophy the Swedish Public Employment Service called self-leadership. Based 43 interviews observations at two local offices, we find that managerial models are arbitrary cause uncertainty level as caseworkers both comply resist talk distinction between types grounds for strategic responses, identify four subject positions defined “personal embracement”, detachment”, “professional recognition” dismissal”. The study shows newly employed through practices personal embracement, while senior employees based professional dismissal. concludes not docile bodies, who adjust talk, but derive their identity, engagement esteem linked shared-work identity organisational professionals. demonstrates relevance closing gap street-level bureaucracy further explore tension governing “employees” or “professionals” contemporary public welfare governance.