The New Psychology Of Leadership Free Essay Help

Table of Contents
Introduction Leader as a Physical Representation of Followers' Social Identity References to Social Identity and Social Reality

Introduction

Leadership has several forms and manifestations, depending on the time and place. In the United States, the most prevalent leadership theories are charismatic, contingency, transformational, and authentic leadership. Reicher et al. (2007) suggest in their paper 'The New Psychology of Leadership' that transformational or authentic leadership styles are the most effective because they adhere to the idea of matching followers' social and group identities. The purpose of this study is to apply the article's concepts to the leadership roles in relation to followers.

Leader as a Physical Representation of Followers' Social Identity

This article's most useful insight is the authors' contention that modern leaders should neither be autocratic tyrants or charismatic motivators, but rather the embodiment of their followers' collective social identity. Reicher et al. (2007) argue, using George W. Bush as an example, that speech and attire can be effective ways for followers to convey their values. Depending on the group of followers they represent, a leader's collection of personal characteristics and beliefs can alter concurrently.

In the 1970s, Henri Tajfel and John C. Turner established that the group defines a portion of a person's sense of self, which led them to develop this idea. Remarkably, this sense of social identity enables individuals to identify and act as group members (Reicher et al., 2007). Consequently, social identity is the basic and inalienable prerequisite of group behavior, as it enables the group to establish common ground and pursue common objectives.

In other words, a leader cannot acquire the acceptance and subordination of followers if he or she is not a member of the group and does not share its social identity. This is not a whim of the followers, but rather an inherent condition of how organizations operate. Understanding this reality is essential for comprehending the function of a leader on any size, from managing a small business to inspiring the nation's ideology. If I were in charge of a business or had a group of subordinates, I would definitely adopt this idea because it yields positive results in practice. A leader who shares the same ideals and struggles under the same conditions as other group members is best able to comprehend the group's requirements and guide it to the attainment of common objectives.

Alternatively, if the leader's goals differ from those of the group, they will have to pretend to share a social identity with the group. This deception will be immediately recognized by many followers, undermining the leader's authority. Consequently, when executives, for instance, want top managers to lead successfully and reach goals that are purely advantageous for the firm but not for the employees, this can be a significant issue. In one way or another, the top manager will represent executives who do not share his or her leadership style by resorting to authoritarianism. Sadly, I have confirmed the reality of this argument as a result of my job experience in a variety of firms with very sophisticated organizational structures.

In contrast, if the top management of the company acts in the best interests of the group, for instance, if the head of state implements new policies in the best interests of all members of society, then we can speak of a genuine sharing of common goals and the strengthening of a shared social identity. However, the leader will be unable to impose a new social identity on the followers. They will be unable to formulate a new policy until they adhere to existing societal trends and beliefs.

Identity and Reality in Social Life

In the second section of the article, the writers provide an example of Abraham Lincoln, whose campaign address appealing to shared American principles united the nation. During this address, the most beloved American president persuaded his supporters to embrace his reforms to unite the states and free the slaves. In addition, Lincoln enriched the social identity of his supporters by proclaiming the Constitution's fundamental principles. The connection between social identity and social reality is often cited as a crucial part of effective leadership by experts. Reicher et al. (2007) discuss the significance of fostering settings conducive to the actualization of social identity. They stress the significance of a congruent social reality. Without such a reality, the followers will be unable to express themselves, and their social identity may rapidly transform into its antithesis.

Let us go from the example of leaders of state and return to the business reality of large and small enterprises, which is more in line with my own experience. In this instance, the market, tax policy, stability, and material security of the country in which a business is performed will determine the social reality. Ethical business leaders – and ethics is an essential trait of transformational and genuine leaders – will operate in the best interests of the group, allowing their subordinates to realize their potential and meet their requirements within the context of social reality. Ideally, the collective vision will enrich and be enriched by the vision of senior management, resulting in a broader and more profound understanding of social reality.

Thus, the article's themes were applied to the interaction between leadership roles and followers. The most important thing is to comprehend and accept the notion that a leader should share and express the social identity of followers. The second part of effective leadership is discovering or constructing a social reality that serves as a forum for expressing the social identity of a group. By satisfying these two conditions, a leader can fulfill their responsibilities by guiding the group towards its common objectives.

References

Reicher, S. D., Haslam, S. A., & Platow, M. J. (2007). The evolution of leadership psychology. American Scientific Mind, 18(4), 22-29.

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