New Psychology of Leadership Identity, Influence and Power

ISBN-10: 1841696102
ISBN-13: 9781841696102
Edition: 2011
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Book details

Copyright year: 2011
Publisher: Taylor & Francis Group
Publication date: 11/10/2010
Binding: Paperback
Pages: 296
Size: 6.00" wide x 9.00" long x 0.75" tall
Weight: 0.704
Language: English

List of figures
List of tables
Foreword
Preface
Acknowledgments
The old psychology of leadership: Great men and the cult of personality
Leadership in history: The "great man" and his charisma
The political decline of the "great man" approach: The impact of the "great dictators"
The standardization of leadership: Personality models and their failings
The biographical approach: Looking for the roots of greatness in personal histories
The theoretical deficiency of individualistic models
The political deficiency of individualistic models
The faulty definition of leadership
Conclusion: Five criteria for a useful psychology of leadership
The current psychology of leadership: Issues of context and contingency, transaction and transformation
The importance of context and contingency
The importance of followers
The importance of that "special something"
Conclusion: The need for a new psychology of leadership
Foundations for the new psychology of leadership: Social identity and self-categorization
Social identity and group behavior
Social identity and collective power
Defining social identities
Conclusion: Setting the agenda for a new psychology of leadership
Being one of us: Leaders as in-group prototypes
The importance of standing for the group
Prototypicality and leadership effectiveness
Prototypicality and leadership stereotypes
Prototypicality and the creativity of leaders
Conclusion; To lead us, leaders must represent "us"
Doing it for us: Leaders as in-group champions
The importance of fairness
From fairness to group interest
Clarifying the group interest
Conclusion: To engage followers, leaders' actions and visions must promote group interests
Crafting a sense of us: Leaders as entrepreneurs of identity
The complex relationship between reality, representativeness, and leadership
Social identities as world-making resources
Who can mobilise us? The importance of defining category prototypes
Who is mobilized? The importance of defining category boundaries
What is the nature of mobilization? The importance defining category content
Conclusion: Leaders are masters not slaves of identity
Making us matter: Leaders as embedders of identity
Identity as a moderator of the relationship between authority and power
Leaders as artists of identity
Leaders as impresarios of identity
Leaders as engineers of identity
Conclusion: Leadership and the production of power both center on the hard but rewarding work of identity management
Identity leadership at large: Prejudice, practice, and politics
The prejudice of leadership
The practice of leadership
The politics of leadership
Notes
References
Glossary
Index of leaders and leadership contexts
Author index
Subject index

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