A social identity theory of leadership

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.

Popular understandings of 'UnAustralian': an investigation of the un-national

In social science the 'national' has been studied extensively, but comparatively little attention has been given to the 'un-national'. The article takes up this challenge in an Australian context. Drawing on the work of Raymond Williams, investigation is centred around the keyword 'UnAustralian'. Participants in focus groups were asked to nominate and account for what they thought of as 'UnAustralian' people, places, values, activities, groups and organizations. Analysis of the data revealed that two factors underpinned an attribution: incivility and foreign influence. Contemporary uses revolve around outcomes from globalization and can be contrasted with the centrality of class politics to deployments of the concept in the first part of the 20th century.

Vicarious dissonance: Attitude change from the inconsistency of others

Three studies support the vicarious dissonance hypothesis that individuals change their attitudes when witnessing members of important groups engage in inconsistent behavior. Study 1, in which participants observed an actor in an induced-compliance paradigm, documented that students who identified with their college supported an issue more after hearing an ingroup member make a counterattitudinal speech in favor of that issue. In Study 2, vicarious dissonance occurred even when participants did not hear a speech, and attitude change was highest when the speaker was known to disagree with the issue. Study 3 showed that speaker choice and aversive consequences moderated vicarious dissonance, and demonstrated that vicarious discomfort-the discomfort observers imagine feeling if in an actor's place-was attenuated after participants expressed their revised attitudes.