Leadership structure tracks the strength of shared social identity over time.

Evidence

Thus, as the guards’ sense of shared social identity declined, so their leadership structure declined. Conversely, as a sense of shared identity amongst the prisoners increased, so their leadership structure increased. These parallel effects are consistent with the argument that leadership depends upon the existence of shared social identity (associated with a group that is functioning effectively), but they do not in and of themselves demonstrate the nature of the inter-connection. Richer and more vivid support for this claim emerges from the observational data. — Stephen Reicher, S. Alexander Haslam, and Nick Hopkins, Social identity and the dynamics of…, 56

Categorization

• ADDENDUM: Parallels the coercive-unity dynamic in the sacrifice essay: both treat shared group identity/consensus as what lets one voice stand for many.
• XREF: Directly relevant to reading purpose — shows leaders embody/instantiate shared identity; cohesion here is within-group (positive project), not defined against an outgroup. — connects to: Leaders lead by representing a consensus that shared identity makes possible. — Stephen Reicher, S. Alexander Haslam, and Nick Hopkins, Social identity and the dynamics of…, 67; Leadership requires shared identity but also active identity entrepreneurship by leaders. — Stephen Reicher, S. Alexander Haslam, and Nick Hopkins, Social identity and the dynamics of…, 124; Shared organizational identity produces the compliance outcomes credited to leadership skill — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1766 (+5 more)

Related

• Shared identity shifts over time track leadership structure growth and decline (similarity 0.92)
• Leaders lead by representing a consensus that shared identity makes possible. (similarity 0.85)
• Leadership requires shared identity but also active identity entrepreneurship by leaders. (similarity 0.85)
• Shared organizational identity produces the compliance outcomes credited to leadership skill (similarity 0.85)
• Leadership must be understood as a group process rather than a leader-follower dyad (similarity 0.84)
• Leadership requires both shared identity and consensus on who best embodies the group view (similarity 0.84)
• Leadership is cognitively framed as a group-level rather than relational process (similarity 0.84)
• Leaders build cohesion by recategorizing conflicts in shared terms. (similarity 0.83)
• Leaders convert social identity into social reality by initiating group and societal structures (similarity 0.82)
• Effective inclusive leaders build consensus, coordination and shared structure. (similarity 0.81)
• Leadership effects operate through individual perceptions rather than organizational-level membership (similarity 0.81)
• Without shared identity, group members cannot trust one another enough to delegate. (similarity 0.81)
• Leaders politicize groups by embodying the shared identity that makes their frames normative (similarity 0.80)
• High-status group members need consensus on identity to act authoritatively. (similarity 0.80)
• Leadership is impossible without a pre-existing or manufactured shared social identity (similarity 0.80)

Broader Connections

• Historiography reveals how group identity and primary belonging change over time #corroborates (0.82)
• Leaders politicize groups by embodying the shared identity that makes their frames normative #expands (0.78) — John T. Jost and Jim Sidanius, Political Psychology, 4439
• Shared organizational identity produces the compliance outcomes credited to leadership skill #complicates (0.75) — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1766
• Leadership is cognitively framed as a group-level rather than relational process #expands (0.72) — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 2356
• Leadership effects operate through individual perceptions rather than organizational-level membership #contradicts (0.72) — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1858
• Shared identity generates expectations of support and trust among group members #corroborates (0.70) — John Drury, The role of social identity processes…, 16