Entries in bold refer to glossary definitions
accessibility (of social categorization), 56, 69, 245,
see also perceiver readiness
agency 6, 21–22, 37, 44, 61, 72–73, 134, 138, 185, 198, 216, 218
Ascertaining Identity Resources (AIRing) 207, 212, 245
attribution to leadership 5, 15, 125,
see also romance of leadership
audience 21, 57, 70–71, 120, 139, 146–147, 153, 159, 161–165, 172, 174, 180, 184, 194, 218
authoritarian leadership 186, 203
authority xx, 5, 14, 16, 22, 35, 51, 55, 74, 86, 91, 104–106, 114–117, 121–122, 128, 142, 166–169, 177, 184, 191, 207, 210, 212
autocratic leadership, 82, 91,
see also authoritarian leadership
behavioral approach to leadership 39–42, 95, 189
belief structures xx, 14, 16, 55–56, 65, 80, 89, 123, 131, 143, 146, 154, 163–165, 189, 204, 206, 216
biographical approach to leadership 1–2, 10–12, 15, 71, 124, 138, 152–153, 200
boundaries of categories and groups 51, 70–71, 88, 118, 135, 144–147, 155–158, 163
bureaucratic leadership 6
categories, see social categories
categorization 29–30, 46–60, 65–66, 69, 83, 88, 95, 102, 104, 106, 156, 245
charisma 2, 4–7, 10, 13–15, 19, 21, 29, 35, 39–42, 83, 96, 101–103, 106–107, 111, 124–126, 133, 194–195, 212, 245
charismatic leadership, see charisma
cognitive alternatives 14, 21, 51, 142, 245
cohesion, 47, 57, 58, 115, 203, 212, 245;
see also solidarity
collective action xxiv, 15, 17, 19, 28, 40–41, 48–51, 54–55, 60–63, 70–75, 91–94, 123–124, 134–135, 142–146, 158, 165–166, 183–186, 189–193, 219–221, 246
collective mobilization xxiv, 65, 70–72, 142, 145, 156, 159, 161–163, 173, 179, 186, 188–189, 192, 212–215
commitment xxii, 39, 47, 97, 114, 116, 117, 133–134, 158, 194, 211–212
communication 56, 88, 103, 120, 128, 173
comparative fit, see fit, comparative
compensation, financial, see pay structure
conflict xxiv, 30, 49, 84, 87, 91–93, 140, 146, 156, 166, 190–191, 208
conformity, see norms, conformity to consideration 40–41, 92, 95, 110, 132, 219, 246
content, social category 29, 68, 71, 144–147, 155, 159, 160, 163, 212, 216, 218
contingency theories 21–22, 24–30, 35, 246;
of power 35
control 35–36, 60, 62, 126, 131, 165–166, 170, 180, 193, 203, 213, 216, 218
cooperation 31, 49, 54, 58, 60, 143, 156, 178, 213
crowds 4, 18, 46–47, 59, 89–93, 149, 180, 184, 186, 199, 219
cult of personality 1, 7, 14, 15
democratic leadership 218
depersonalization 52, 53, 54, 55, 58, 246
distributed leadership 205, 217, 246
distributive justice 113, 117, 246
dress 29, 59, 89, 138–139, 140, 141, 142, 152–154, 181
economics, approach to leadership xv
see also performance, group;
leader, 19,
see also performance, of leaders
embedders of identity 72, 75, 165
empowerment 60, 63, 91, 93, 182, 246
engineers of identity 171, 188–192
entrepreneurs of identity xxiii, 71, 75, 127, 140, 143, 146, 147, 163, 165, 171, 194
equality rule 117
equity rule 117
equity theory 31, 219, 32, 46, 120, 246
ethical leadership 205, 215, 246
exchange approach to leadership, see social exchange theory and transactional approach to leadership
executives 11, 12, 25, 78, 102, 122–124, 127;
and pay, see pay structure
extremism xxiv, 90, 91, 93, 94, 131, 146, 191
extremist leadership 91, 94, 131, 191
extrinsic motivation 36, 82, 246
fairness 29, 75, 96, 98–101, 104–107, 110–121, 123–124, 126, 130–132, 134–135, 160
fit, of social categorization 65–69, 246, 248;
followership xiv–xvi, xxii–xxiii, 2, 5, 9, 12, 14–18, 21, 22, 28–33, 36–45, 54, 62, 72–73, 75, 77–79, 81–83, 89, 94, 97–98, 103–111, 113, 116–117, 125, 128–130, 132–135, 137–138, 147, 154–155, 166, 170, 177, 179, 187–188, 192, 194–195, 197–207, 211–218, 220, 246
gender xx, 2, 51, 68, 163, 198, 199, 221
great man theory (of leadership), xxii, 1–13, 18, 21, 42, 204
group consensualization 56, 57, 120, 184, 247
group engagement model 114–117
group goals xiv–xvi, xxi–xxiv, 1, 60, 63, 79–80, 95, 130, 134, 144, 219
group maintenance 80, 111, 113, 114, 116
height (of leaders) 83, 149, 173
heroic (definition of) leadership 14–17, 198–204
human resources management (HRM) 16
identity leadership xxiii, 197–218, 247
identity makers xxiii, 57, 71–72, 75, 139, 143, 146–147, 149–150, 163, 178, 183, 185, 188, 192, 197
identity performance 140–141, 160, 173, 180–181, 183, 185, 187–188
ideology 69, 131, 152, 159, 161, 180, 202, 203
idiosyncrasy credit 31, 104, 247
impermeablity, of group boundaries 51, 247
impresarios of identity 171, 179, 188, 192, 211
incentivation (incentivization) xv, xx, 32, 36–38, 61, 178
inclusive leadership 205, 217, 247
individual difference approach xiv–xv, xxii, 1–2, 11, 12–15, 25, 46, 49, 57, 79, 197, 200, 214, 247
in-group favoritism xiii, 49, 104–105, 118–121, 123, 127, 135, 221
in-group-favoring unfairness 105, 118, 120–121, 123
initiation of structure 40, 41, 95, 219, 247
institutional routine 5
instrumental rationality (Zweckrationalität) 5
interest xv, xxi, xxiii, 34, 49, 53, 81–82, 97, 110–112, 130, 135, 137, 167, 170, 192, 197, 206;
group xv, xxi, xxiii, 34, 53–54, 81–82, 97, 110, 111, 126, 130, 131, 132, 135, 137, 168, 170, 190, 192, 197, 206;
personal xv, 34, 46–49, 68, 78, 110, 112, 115, 117, 121, 127, 167
intrinsic motivation 36, 82, 247
justice 32, 38, 75, 93, 110, 117, 119, 120, 131, 162;
see also equity theory;
distributive, see distributive justice;
procedural, see procedural justice
leader behavior (identity-affirming or negating), 125, 126, 129 130
leader style 27, 28, 82, 125, 247
leadership 247;
attributes xiv, 8, 9, 18, 29, 41, 77, 83, 87, 96, 106, 107;
performance;
see performance, leadership;
Leadership Behavior Description Questionnaire (LBDQ) 40
leadership categorization theory 29–30, 103, 247
least preferred co-worker (LPC) 25–27, 248
legitimacy 14, 34–35, 51, 62, 92, 157, 167, 170
level of abstraction, 53, 67, 249,
see also self-categorization theory
loyalty 18, 33, 63, 102, 107, 110, 166–167, 176, 178, 186
measurement approach to leadership 7–10, 39–40
mergers 41
meta-contrast 66, 85–88, 106, 248
minimal group xv, 49–50, 52, 58, 119, 121, 248
minimal group paradigm 49–50, 248
minimal group studies xv, 49–50, 52, 58, 119
minorities 70, 90–91, 155, 208
Multifactor Leadership Questionnaire (MLQ) 39–40, 43, 102
Myers-Briggs Type Indicator (MBTI) 43
narrative 14, 23, 69, 71–72, 150, 155, 160–161, 178;
group 23, 69, 71–72, 150, 155, 160–161, 178;
normative fit, see fit, normative
norms xxiii, 12, 35, 53, 61, 68, 70–71, 97, 104, 106, 111, 117, 131–133, 143, 154, 163, 171, 189, 206, 211, 216, 217, 248
conformity to 55, 96, 128, 143
organization xv–xvi, 1, 2, 8, 12–16, 25, 29, 35–36, 40–41, 49, 51, 78, 82, 98–100, 112, 114, 116, 123, 124–125, 127, 145, 163, 166, 170, 189, 192, 198, 200, 202–203, 207–208, 211–212, 215, 220–221, 248
organizational citizenship 36, 112, 115–116, 248
organizational identification 90, 99–100, 207, 212, 248
pay structure 15, 32–33, 78–79, 112–113, 117, 120, 123, 135, 145, 169
perceiver readiness, 65, 69, 248;
see also accessibility
perceptual approach to leadership 28–32
performance, 21, 74, 79–80, 124–125, 130, 134, 139, 209, 221, 249,
see also productivity;
leader 21, 74, 130, 134, 139, 209
permeability (of group boundaries) 51, 88, 145–147, 158–159, 249;
impact on belief structure 88, 145, 156, 159;
impact on power acquisition 145–147, 156;
impact on productivity 145–147
personal identity 52, 53, 54, 56, 60, 67, 79, 249
personality xv, 4–5, 7, 8, 9, 10, 12–16, 18–19, 25, 27–28, 35, 40, 83, 89, 103, 153, 167
personality approach to leadership xiv–xv, xxii, 3–5, 7–10, 12–16, 18–19, 25, 27, 35, 40
petty tyranny 57, 84, 202, 215, 249
positive distinctiveness 50, 56, 115, 131, 146, 249
power 4, 20–22, 25–28, 32–34, 36–39, 44, 47, 61–64, 71–72, 74, 88, 90, 121, 140, 144–146, 161–164, 166–172, 174, 177, 179, 184, 193, 194, 199, 202, 207, 211, 214, 217, 249;
motivational approaches to 36–38;
nature of (power over vs. power through) 35, 61–63, 165;
social exchange approaches to 33–38;
principal-agent model xv
procedural justice 113, 117, 249
productivity 24, 41, 74, 79, 96, 249
prototypes xxiii, 66, 71, 73, 75, 77, 84, 88, 94, 96, 110, 142, 145, 147, 160, 170, 219
prototypicality 68, 73, 75, 82–108, 110, 137, 140, 142, 144, 146, 148, 151, 153–154, 161, 163, 207, 209, 220, 249
random leader (studies) 79
reactance 61
realizing, see 3 ‘R’s of leadership
reference group 249
reflecting, see 3 ‘R’s of leadership
relative influence gradient 83, 89, 106
remuneration, see pay structure
representativeness xxiii, 138, 141–142, 197, 209
representing, see 3 ‘R’s of leadership
respect 3, 31, 34–35, 39, 40, 54–55, 59, 61, 91, 115–117, 132, 139, 142–143, 167, 204
romance of leadership 124, 204, 213, 249
salary, see pay structure
salience of categories 51, 56, 65–66, 69, 77, 83, 85–86, 91, 95–96, 127, 178, 219, 250
self-category 65–66, 68, 77, 83, 85–86, 91, 95–96, 178
social identity 51, 56, 69, 127, 219, 250
security of intergroup relations 51
self-categorization 45–46, 52–57, 64–65, 67–69, 85, 88, 90, 93, 95, 106, 249
self-categorization theory 51, 52, 68, 83, 85, 88, 90, 93, 106, 249
self-category salience, see salience,
self-category
self-concept 46, 51, 53, 69, 144–145, 194
self-stereotyping, 52–53, 55, 60, 70, 143,
see also depersonalization
servant leadership 205, 206, 217, 249
sexism, 50,
see also glass ceiling and glass cliff
situational approach to leadership 21–25, 44, 73
social categories, boundaries of, see boundaries of categories and groups;
salience of, see salience of categories
social categorization, 250,
see self-categorization
social change xxii, 12, 14–15, 19, 21, 48, 50–51, 54, 64, 75, 89, 94, 142, 161, 166, 181, 183–184, 189, 203, 208, 210, 213, 216, 221, 250;
belief system, 21, 51, 142, 210, 250,
see also belief structures
social cognition, xvi, 29, 49, 52
social cognitive approach to leadership, 29, 49, 52
social comparison 50–51, 66–68, 85–87, 91, 127, 154, 250
social exchange theory 31–32, 36–37, 250
social identification xvi, xx, 55, 67, 69, 90, 99–100, 104, 115, 143–144, 212, 250
social identity xiii, xvi, xxii–xxiii, 45–46, 49–81, 104–107, 143–149, 154–155, 162–163, 192–195, 214–218, 250
social identity approach 45–55, 73, 133, 202, 250
social identity salience, see salience,
social identity
social identity theory xvi, 16, 45–52, 56–73, 131, 250
social influence xxi, xxiii, 38, 46, 55, 59, 71, 77, 82–88, 91, 107–109, 111, 120, 126–128, 137, 143–146, 197–198, 209, 211, 250
social mobility (belief system), 51, 250,
see also belief structures
social psychology xiii, 45–46, 107, 250
social reality 45–46, 55, 64–65, 70–73, 75, 139, 142, 146, 162, 179, 188, 192, 202, 212
strategies of self-enhancement 51, 79, 81, 213, 250;
individual mobility,
see social mobility;
social competition 51, 79, 81, 213;
social structure 23, 35, 76, 188–190
social support 19, 38, 47–49, 56–57, 59, 71–72, 84, 87, 91–92, 105, 108, 111, 120–127, 129
sport, leadership in 1, 8, 13, 18, 29, 44, 47, 49, 52–54, 57–59, 64–66, 89, 91–93, 118–120, 132, 219
status 7, 8, 15, 35, 45, 81, 88, 120, 131, 152, 184, 201, 213, 218
status quo 15, 51, 64, 103, 192
status relations 15, 81, 131, 213
stereotypes 29–37, 52–53, 55, 67, 70, 83, 94–96, 98, 102, 104, 106–107, 219–220, 251;
conformity to leader stereotypes 29, 95–96, 104
stereotyping, 52, 55, 143, 251,
see also self-stereotyping
teams xx, xxii, 18, 34, 36, 44, 47, 49, 52, 56, 58, 66, 78, 80–82, 89–92, 97–100, 111, 119–220
team-talk 90
threats to identity 93, 145, 159, 184
360-degree feedback 40, 43, 251
3 ‘R’s of identity leadership 205–215;
times theory of leadership 23–24
toxic leadership 16, 41, 200, 202–203, 220
transactional (approach to) leadership 30–32, 36–37, 41, 44, 102–103, 251
transformational (approach to) leadership 19, 21, 38–44, 48, 88–89, 102–103, 220, 251
trust 15, 40, 48–49, 55, 59, 63, 75, 97, 98, 100–101, 115, 143
trustworthiness 96–98, 106–107
values xxiii–xxiv, 38, 50, 53–55, 61, 64, 68–71, 84, 115, 131–133, 139, 141–148, 153–155, 161, 163, 170–171, 178, 184, 189, 193, 206, 210–216
vision xxi, xxiii, 2–5, 12, 42, 62, 65, 72–73, 109, 129–134, 149, 151, 156, 160, 171, 179, 185–195, 199, 203, 212, 218;
group xxiii, 5, 62, 65, 72–73, 109, 129–134, 142, 149, 151, 156, 160, 171, 179, 185–187, 190–193, 203, 212;
personal xxi, 3–4, 42, 109, 129–130, 132–134, 192, 199
wages, see pay structure
world-making xxii, xxiv, 19, 45, 50, 57, 63, 69, 70–72, 139, 143, 145, 152–153, 156, 170, 193, 197, 202, 212