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