The last two decades have seen an increase in the number of ethnographic writings in Organisation Studies more generally, however, similar developments have not been mirrored within Leadership Studies, where – despite a recent interpretivist ‘shift’ - the field is still dominated by positivistic approaches. Various theorists have noted the wide-ranging problems associated with this, and have pointed toward ethnography as a way of opening up leadership research and investigating it from a new angle. However, to date it remains underrepresented. Potentially, this could be due to the fact that leadership is a largely ill-defined concept, meaning that being able to recognise it in action is a difficult task, compared with more detached methods. Therefore, this paper suggests that a first step may be developing a broader understanding of leadership – building on the work of Smircich and Morgan (1982) and Fairhurst (2007). That is, understanding leadership as constituted by meaning-making and reality definition, which is performed through discourse (or: intersubjective talk, communication, language and interaction) as well as being influenced by Discourse (or: extrasubjective frames of reference). This paper suggests that ethnographic methodologies are apt for studying both, and may be able to shed new light on the phenomenon.