- 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 12: Power, Social Categorization, and Social Motives in Negotiation: Implications for Management and Organizational Leadership
Power, Social Categorization, and Social Motives in Negotiation: Implications for Management and Organizational Leadership
A prince should therefore have no other aim or thought, nor take up any other thing for his study but war and its organization and discipline, for that is the only art that is necessary to one who commands.
In their classical work on the social psychology of organizations, Katz and Kahn (1978) observed that ‘… every aspect of organizational life that creates order and coordination of effort must overcome tendencies to action, and in that fact lies the potentiality for conflict’ (p. 617). Indeed, based on 20 years of consulting and ...