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New Psychology of Leadership: Identity, Influence and Power 2nd edition [Mīkstie vāki]

3.95/5 (137 ratings by Goodreads)
(University of Exeter, UK), (The Australian National University, Australia),
  • Formāts: Paperback / softback, 266 pages, height x width: 246x174 mm, weight: 560 g, 8 Tables, black and white; 20 Line drawings, color; 58 Halftones, color; 78 Illustrations, color
  • Izdošanas datums: 01-Jul-2020
  • Izdevniecība: Routledge
  • ISBN-10: 0815363826
  • ISBN-13: 9780815363828
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New Psychology of Leadership: Identity, Influence and Power 2nd editionPalielināt
  • Formāts: Paperback / softback, 266 pages, height x width: 246x174 mm, weight: 560 g, 8 Tables, black and white; 20 Line drawings, color; 58 Halftones, color; 78 Illustrations, color
  • Izdošanas datums: 01-Jul-2020
  • Izdevniecība: Routledge
  • ISBN-10: 0815363826
  • ISBN-13: 9780815363828
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780815363828.html
Keywords:

This ground-breaking book provides a refreshing introduction to the field of leadership and is jam-packed with theoretical and practical insights derived from a wealth of applied scientific research conducted by the authors and their colleagues around the world over the last three decades.

It starts from the premise that leadership is never just about leaders. Instead it is about leaders and followers who are joined together as members of a social group that provides them with a sense of shared social identity — a sense of ‘us-ness’. In these terms, leadership is understood as the process through which leaders work with followers to create, represent, advance, and embed this sense of shared social identity. The new edition of this award-winning book presents a wealth of evidence from historical, organizational, political and sporting contexts to provide an expanded exploration of these processes of identity leadership in action. In particular, it builds upon the success of the first edition by examining the operation of identity leadership in contemporary society and fleshing out practical answers to key organizational and institutional challenges.

Drawing on real-world examples and rich data sources, this book will appeal to academics, researchers and students of psychology, business and management, as well as to practitioners, policy makers and anyone interested in the workings of leadership, influence and power.

Recenzijas

As Haslam, Reicher and Platow set it out, a simple but profound theory underlies their New Psychology of Leadership. And that theory seems so very right that it may come as a surprise that this is not already the concept of leadership everywhere. I thought the first edition of this book was timely, the second edition is even more so. - From the Foreword by George A. Akerlof, Nobel Laureate in Economics

What I like about this book, and why I will recommend it to anyone interested in leadership, is how the science of leadership is mingled in a readable way with historical and modern-day examples. It is a must-read. - Cary L. Cooper in the Times Higher Education

This book provides a tremendous service by sorting through the tangle of leadership studies and theories to offer a new perspective that is at once elegant, supported by eclectic research, and readily translatable into practice. - Blake Ashforth, Professor of Management, Arizona State University, USA

An amazing book that completely changed my mind about leadership. - Rafael di Tella, Professor of Business Administration, Harvard Business School, USA

A path-breaking book that will reinvigorate and redirect scholarship on leadership for many years to come. - Jack Dovidio, Department of Psychology, Yale University USA As Haslam, Reicher and Platow set it out, a simple but profound theory underlies their New Psychology of Leadership. And that theory seems so very right that it may come as a surprise that this is not already the concept of leadership everywhere. I thought the first edition of this book was timely, the second edition is even more so.' - From the Foreword by George A. Akerlof, Nobel Laureate in Economics

What I like about this book, and why I will recommend it to anyone interested in leadership, is how the science of leadership is mingled in a readable way with historical and modern-day examples. It is a must-read. - Cary L. Cooper in Times Higher Education

This book provides a tremendous service by sorting through the tangle of leadership studies and theories to offer a new perspective that is at once elegant, supported by eclectic research, and readily translatable into practice. - Blake Ashforth, Professor of Management, Arizona State University, USA

An amazing book that completely changed my mind about leadership. - Rafael di Tella, Professor of Business Administration, Harvard Business School, USA

A path-breaking book that will reinvigorate and redirect scholarship on leadership for many years to come. - Jack Dovidio, Department of Psychology, Yale University USA

List of figures
vii
List of tables
ix
About the authors x
Foreword xii
Preface xvi
Acknowledgments xxi
1 The old psychology of leadership: Great men and the cult of personality
1(18)
Leadership in history: The "great man" and his charisma
2(3)
The political decline of the "great man" approach: The impact of the "great dictators"
5(3)
The standardization of leadership: Personality models and their failings
8(2)
The biographical approach: Looking for the roots of greatness in personal histories
10(3)
The conceptual weaknesses of individualistic models: Static explanations of a dynamic phenomenon
13(1)
The political deficiencies of individualistic models: Reducing leadership to leaders
14(2)
Conclusion: Five criteria for a useful psychology of leadership
16(3)
2 The current psychology of leadership: Issues of context and contingency, transaction and transformation
19(26)
The importance of context and contingency
19(7)
The importance of followers
26(9)
The importance of that "special something"
35(5)
Conclusion: The need for a new psychology of leadership
40(5)
3 Foundations for the new psychology of leadership: Social identity and self-categorization
45(26)
Social identity and group behavior
46(10)
Social identity and collective power
56(3)
Defining social identities
59(9)
Conclusion: Setting the agenda for a new psychology of leadership
68(3)
4 Being one of us: Leaders as in-group prototypes
71(30)
The importance of standing for the group
71(5)
Prototypicality and leadership effectiveness
76(11)
Prototypicality and leadership stereotypes
87(9)
Prototypicality and the creativity of leaders
96(2)
Conclusion: To lead us, leaders must represent "us"
98(3)
5 Doing it for us: Leaders as in-group champions
101(21)
The importance of fairness
102(5)
From fairness to group interest
107(10)
Clarifying the group interest
117(2)
Conclusion: To engage followers, leaders' actions and visions must promote group interests
119(3)
6 Crafting a sense of us: Leaders as entrepreneurs of identity
122(22)
The complex relationship between reality, representativeness, and leadership
123(4)
Social identities as world-making resources
127(4)
Who can mobilize us? The importance of defining category prototypes
131(5)
Who is mobilized? The importance of defining category boundaries
136(3)
What is the nature of mobilization? The importance of defining category content
139(3)
Conclusion: Leaders are masters not slaves of identity
142(2)
7 Making us matter: Leaders as embedders of identity
144(25)
Identity as a moderator of the relationship between authority and power
144(4)
Leaders as artists of identity
148(7)
Leaders as impresarios of identity
155(7)
Leaders as engineers of identity
162(3)
Conclusion: Leadership and the production of power both center on the hard but rewarding work of identity management
165(4)
8 The pragmatics and politics of identity leadership: Being effective and doing good
169(26)
The pragmatics of identity leadership
169(11)
The politics of identity leadership
180(12)
Conclusion: Signposting the road to tyranny
192(3)
9 The tools of identity leadership: Translating theory into practice
195(51)
A measure of identity leadership: The ILI
196(6)
Principles for developing identity leadership: The 3Rs
202(8)
A program for developing identity leadership: 5R
210(6)
Conclusion: Nothing is so practical for leaders as good leadership theory
216(3)
References
219(27)
Glossary 246(5)
Index of leaders and leadership contexts 251(4)
Author index 255(8)
Subject index 263
S. Alexander Haslam is Professor of Psychology and Australian Laureate Fellow at the University of Queensland. Alexs research focuses on the study of group and identity processes in social, organizational and contexts. Together with over 250 co-authors around the world, he has written and edited 14 books and published over 250 peer-reviewed articles on these topics. He is a former Editor of the European Journal of Social Psychology and currently Associate Editor of The Leadership Quarterly.

Stephen Reicher is Professor of Psychology at the University of St Andrews. Steves seminal contributions to research on social identity and self-categorization theories stretch back to the 1970s, and have been particularly influential in areas of delinquency, nationalism, crowd behaviour, and political influence. Together with over 200 co-authors, he has written and edited 7 books and published over 200 peer-reviewed articles on these topics. He is a Fellow of the British Academy and of the Royal Society of Edinburgh, and a former Editor of the British Journal of Social Psychology.

Michael Platow is Professor in Psychology at the Australian National University. Michael has published extensively on intergroup relations, social justice, leadership and social influence. He has published over 120 papers in these areas and written and edited three books. He is a Fellow of the Academy of Social Sciences in Australia and a former president of the Society of Australasian Social Psychologists.