S. Alexander Haslam - The new psychology of leadership : identity, influence, and power

2.1

A typical LPC inventory (after Fiedler, 1964)

3.1

The process of depersonalization underpinning the transition from thinking about the self in terms of personal identity (as I) to thinking about the self in terms of social identity (as we)

3.2

The role of shared social identity in transforming a collection of disparate individuals into a coherent social force

3.3

The difference between power over and power through (after Turner, 2005)

3.4

Variation in self-categorization as a function of comparative context

3.5

The ongoing and dynamic relationship between social reality, prototypicality, and leadership

3.6

Prisoners and Guards in the BBC Prison Study (Reicher & Haslam, 2006b)

4.1

Sociograms from the Robbers Cave study (from Sherif, 1956)

4.2

Variation in in-group prototypicality as a function of comparative context (adapted from Turner & Haslam, 2001)

4.3

English football fans at the 2004 European Football Championships in Portugal (Stott et al., 2007)

4.4

Perceived leader fairness as a function of (a) that leaders in-group prototypicality and (b) perceivers social identification (data from van Dijke & de Cremer, 2008)

5.1

The group engagement model (after Tyler & Blader, 2000)

5.2

Support for a hospital CEO as a function of his allocation of dialysis machine time and the identity of patients (data from Platow et al., 1997, Experiment 3)

5.3

Perceived charisma as a function of organizational performance and leader behavior (data from Haslam et al., 2001)

5.4

Ideas generated by followers in response to a leaders vision for the future as a function of that leaders prior behavior (data from Haslam & Platow, 2001)

6.1

The importance of leaders dress as a dimension of identity entrepreneurship

6.2

Leaders whose lives came to define group identity

7.1

Leaders who paid a high price for failing to understand the basis of their authority

7.2

The building containing Raclawice Panorama

7.3

The struggle for leadership in the BBC Prison Study (Reicher & Haslam, 2006b)

8.1

The 3 Rs of identity leadership

8.2

The leader trap. A social identity model of the rise and fall of the great leader

1.1

Correlations between personality variables and leadership (data from Mann, 1959)

1.2

A representative sample of the sources of leadership secrets and their number (from Peters & Haslam, 2008)

2.1

Contextual variation in optimal leader style as predicted by Least Preferred Co-worker (LPC) theory (adapted from Fiedler, 1964)

2.2

French and Ravens taxonomy of power and the observed capacity to use different forms of power on others (based on Kahn et al., 1964)

3.1

Observers perceptions of leadership-related processes in the BBC Prison Study (data from Haslam & Reicher, 2007a)

4.1

Group performance and group maintenance as a function of the process of leader selection (data from Haslam et al., 1998)