The New Psychology of Leadership by Platow, Michael J. -- Read -- Imperial Library of Trantor

Index

Contents List of figures List of tables Foreword Preface

What is leadership? What is the psychology of leadership? What is new in the “new psychology of leadership”?

Acknowledgments 1 The old psychology of leadership

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

2 The current psychology of leadership

The importance of context and contingency

The situational approach The contingency approach

The importance of followers

The perceptual approach The transactional approach The power approach

The importance of that “special something”

The transformational approach The measurement approach (revisited) The behavioral approach

Conclusion: The need for a new psychology of leadership

3 Foundations for the new psychology of leadership

Social identity and group behavior

Towards a group level of analysis Social identity theory Self-categorization theory Social stereotyping and social influence Social identity and social cohesion

Social identity and collective power Defining social identities

Social identity and social reality: 1. From context to categories

The principles of fit The principle of perceiver readiness

Social identity and social reality: 2. From categories to context Social identity and social reality: 3. A process of historical interaction

Conclusion: Setting the agenda for a new psychology of leadership

4 Being one of us

The importance of standing for the group Prototypicality and leadership effectiveness

Understanding prototypicality in context Prototypicality, influence, and transformation Prototypicality, extremism, and minority leadership

Prototypicality and leadership stereotypes

Leader stereotypicality is subordinate to in-group prototypicality Leader stereotypicality is a product of in-group prototypicality

Trustworthiness Fairness Charisma

Prototypicality and the creativity of leaders Conclusion: To lead us, leaders must represent “us”

5 Doing it for us

The importance of fairness

Fairness and leadership endorsement Fairness and group maintenance Cracks in the wall: Unfairness in the definition of fairness

From fairness to group interest

The boundaries of fairness Group interest and leadership endorsement Group interest and social influence

Clarifying the group interest Conclusion: To engage followers, leaders’ actions and visions must promote group interests

6 Crafting a sense of us

The complex relationship between reality, representativeness, and leadership

Story 1 Story 2

Social identities as world-making resources Who can mobilize us? The importance of defining category prototypes Who is mobilized? The importance of defining category boundaries What is the nature of mobilization? The importance of defining category content Conclusion: Leaders are masters not slaves of identity

7 Making us matter

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

8 Identity leadership at large

The prejudice of leadership

The heroic myth The seductions of the heroic myth Overcoming the heroic myth

The practice of leadership

The first R of identity leadership: Reflecting The second R of identity leadership: Representing The third R of identity leadership: Realizing

The politics of leadership

Notes References Glossary Index of leaders and leadership contexts Author index Subject index

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