new psychology for leadership
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new psychology for leadership based on researches in group dynamics and human relations by D. A. Laird

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Published by McGraw-Hill .
Written in English


Book details:

Edition Notes

Statementby D.A. Laird and E.C. Laird.
ContributionsLaird, E. C.
ID Numbers
Open LibraryOL20206840M

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  “The New Psychology of Leadership” is simply the best book on leadership I have ever read. It’s so good that if it were a race, it would put all other popular leadership books to shame. I have read lots of leadership books and I always felt there was something missing in 5/5. This book fills this gap by presenting a new psychology of leadership that is the result of two decades of research inspired by social identity and self-categorization theories. The book argues that to succeed, leaders need to create, champion, and embed a group identity in order to cultivate an understanding of 'us' of which they themselves /5(20).   A second read through of this fine book reveals even more insight into the nature of leadership, and perhaps more importantly - followership. The authors, all renowned scholars in the field of leadership studies, provide insight concerning social identity theory, especially how followers and leaders must cohere for "leadership" to occur/5. This book fills this gap by presenting a new psychology of leadership that is the result of two decades of research inspired by social identity and self-categorization theories. The book argues that to succeed, leaders need to create, champion, and embed a group identity in order to cultivate an understanding of 'us' of which they themselves.

  The first part of the book largely focuses on a far-reaching overview of previous leadership psychology the “old psychology of leadership” to which this new psychology ostensibly opposes. However, the authors don’t claim that the old psychology, the one in which the “cult of personality” was a recurrent theme, is wrong per se. In this book, some of the world's leading scholars come together to describe their thinking and research on the topic of the psychology of leadership. Most of the chapters were originally presented as papers at a research conference held in at the Kellogg School of Management of Northwestern University. The contributions span traditional social psychological areas, as . "A ground-breaking book on leadership analysing the old psychology of leadership in terms of great men and the cult of personality, the current psychology of leadership focusing on context and the contingency of the perfect match between individual and group before moving on to propose a new psychology of leadership."/5(22). The Psychology of Leadership: New Perspectives and Research edited by Professors David Messick and Roderick Kramer is a superlative study of the nature of leadership, the effectiveness of leadership, and most critically, the consequences for people who are placed in .

  The book begins by reviewing the old psychology of leadership, that is, the "great man" and "cult of personality" theories. This has been the main focus of research for many years in psychology - that is, the personality characteristics of leaders, be they key figures in business or politics, or even dictators. In The new psychology of leadership (), the authors offer a new perspective about leadership, based not only on authority but on sharing a social identity with the people. The new concept of leadership is the ability to attain success by having 3/5(1). "An illuminating perspective on leadership. This book debunks the myth of a specific set of stereotypical leadership qualities." - Alan McLean in the Times Educational Supplement (Scotland) "The New Psychology of Leadership is written in an accessible style, and logical structure. It goes beyond social and organisational psychological.   This book fills this gap by presenting a new psychology of leadership that is the result of two decades of research inspired by social identity and self-categorization theories. The book argues that to succeed, leaders need to create, champion, and embed a group identity in order to cultivate an understanding of 'us' of which they themselves /5(69).