A social identity theory of leadership

Hogg, Michael A. (2001) A social identity theory of leadership. Personality and Social Psychology Review, 5 3: 184-200. doi:10.1207/S15327957PSPR0503_1

Author Hogg, Michael A.
Title A social identity theory of leadership
Journal name Personality and Social Psychology Review   Check publisher's open access policy
ISSN 1088-8683
Publication date 2001-01-01
Sub-type Critical review of research, literature review, critical commentary
DOI 10.1207/S15327957PSPR0503_1
Open Access Status Not yet assessed
Volume 5
Issue 3
Start page 184
End page 200
Total pages 17
Editor E. R. Smith
Place of publication USA
Publisher Lawrence Erlbaum Associates, Inc
Language eng
Subject C1
380105 Social and Community Psychology
780108 Behavioural and cognitive sciences
Abstract A social identity theory of leadership is described that views leadership as a group process generated by social categorization and prototype-based depersonalization processes associated with social identity. Group identification, as self-categorization, constructs an intragroup prototypicality gradient that invests the most prototypical member with the appearance of having influence; the appearance arises because members cognitively and behaviorally conform to the prototype. The appearance of influence becomes a reality through depersonalized social attraction processes that make followers agree and comply with the leader's ideas and suggestions. Consensual social attraction also imbues the leader with apparent status and creates a status-based structural differentiation within the group into leader(s) and followers, which has characteristics of unequal status intergroup relations. In addition, a fundamental attribution process constructs a charismatic leadership personality for the leader, which further empowers the leader and sharpens the leader-follower status differential. Empirical support for the theory is reviewed and a range of implications discussed, including intergroup dimensions, uncertainty reduction and extremism, power, and pitfalls of prototype-based leadership.
Keyword Psychology, Social
Collective Self-esteem
Intergroup Discrimination
Depersonalized Attraction
Categorization Theory
Group Identification
Transformational Leadership
Organizational Contexts
Subjective Uncertainty
Group Prototypicality
Group Polarization
Q-Index Code C1
Institutional Status UQ

Document type: Journal Article
Sub-type: Critical review of research, literature review, critical commentary
Collection: School of Psychology Publications
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Citation counts: TR Web of Science Citation Count  Cited 597 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 687 times in Scopus Article | Citations
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Created: Wed, 15 Aug 2007, 01:06:26 EST