• Summary
  • Contents
  • 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.

Justice, Identity and Leadership
Justice, identity and leadership
Tom R.Tyler

Leadership involves the possession of qualities that lead the people in groups to want to follow the leader's directives, either because they feel obligated to do so, or because they desire to do so. In other words, leadership is a characteristic that is conferred upon a leader by followers. It involves the ability of a leader to engage the active, voluntary, and willing cooperation of their followers. Leadership is, therefore, a process of influence that ‘depends more on persuasion than on coercion’ (Hollander, 1978, pp. 1–2). This discussion of process based leadership focuses on the ability of the leader to gain voluntary cooperation from others in the group (‘followers’) in pursuit of group goals. It draws upon ...

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