- Subject index
Leadership and associated power issues lie at the core of group life in a variety of contexts. Even the most informal of groups typically have some form of leadership in their organization, and the understanding of leadership and power from a psychological standpoint can inform a greater understanding of group dynamics both inside and outside of the workplace. Leadership and Power is a synthesis of contributions from eminent social psychologists and organizational scientists that addresses these issues from a fresh perspective. In recent years, these themes have been re-examined through the lens of social categorization approaches that highlight people's social identity and social roles as group members, as well as the processes that influence perceptions of and expectations about people and groups. The book is wide-ranging; chapters cover such diverse issues as: interpersonal versus group-oriented styles of leadership; leadership of totalist groups; political leadership; and gender and leadership. It represents a state-of-the-art overview of this burgeoning field that will be important to a host of disciplines. Elements of cross-referencing to highlight thematic links as well as effective chapter conclusions will make the text appealing to advanced students taking courses in social and organizational psychology, management and organization studies, not just scholars interested in these themes.
Chapter 11: Power and Prejudice: A Social-Cognitive Perspective on Power and Leadership
Power and Prejudice: A Social-Cognitive Perspective on Power and Leadership
We need look no further than the recent Enron scandal in the United States to see that powerful leaders can make decisions for self-gain that have substantial negative consequences for their subordinates. In the paper-shuffle to hide debt and promote company stock, Enron leaders accrued millions at the expense of those who depended on them for their livelihoods. Employees at Enron lost not only jobs, management's handling of employee retirement funds eradicated the life-savings of many employees. Regardless of whether Enron's leaders ultimately are held accountable for their behaviors, it is generally agreed that Enron's leaders acted in self-serving and unethical ways.
Enron's leaders are neither ...