List of figures ix List of tables xi Foreword xiii Preface xix Acknowledgments xxv 1 The old psychology of leadership: Great men and the cult of personality 1 Leadership in history: The "great man" and his charisma 2 The political decline of the "great man" approach: The impact of the "great dictators" 5 The standardization of leadership: Personality models and their failings 7 The biographical approach: Looking for the roots of greatness in personal histories 10 The theoretical deficiency of individualistic models 12 The political deficiency of individualistic models 14 The faulty definition of leadership 16 Conclusion: Five criteria for a useful psychology of leadership 17 2 The current psychology of leadership: Issues of context and contingency, transaction and transformation 21 The importance of context and contingency 22 The importance of followers 28 The importance of that "special something" 38 Conclusion: The need for a new psychology of leadership 42 3 Foundations for the new psychology of leadership: Social identity and self-categorization 45 Social identity and group behavior 46 Social identity and collective power 60 Defining social identities 64 Conclusion: Setting the agenda for a new psychology of leadership 73 4 Being one of us: Leaders as in-group prototypes 77 The importance of standing for the group 78 Prototypicality and leadership effectiveness 82 Prototypicality and leadership stereotypes 94 Prototypicality and the creativity of leaders 103 Conclusion: To lead us, leaders must represent "us" 106 5 Doing it for us: Leaders as in-group champions 109 The importance of fairness 111 From fairness to group interest 118 Clarifying the group interest 130 Conclusion: To engage followers, leaders' actions and visions must promote group interests 132 6 Crafting a sense of us: Leaders as entrepreneurs of identity 137 The complex relationship between reality, representativeness, and leadership 138 Social identities as world-making resources 143 Who can mobilize us? The importance of defining category prototypes 147 Who is mobilized? The importance of defining category boundaries 155 What is the nature of mobilization? The importance defining category content 159 Conclusion: Leaders are masters not slaves of identity 162 7 Making us matter: Leaders as embedders of identity 165 Identity as a moderator of the relationship between authority and power 166 Leaders as artists of identity 171 Leaders as impresarios of identity 179 Leaders as engineers of identity 188 Conclusion: Leadership and the production of power both center on the hard but rewarding work of identity management 192 8 Identity leadership at large: Prejudice, practice, and politics 197 The prejudice of leadership 198 The practice of leadership 205 The politics of leadership 215 Notes 219 References 223 Glossary 245 Index of leaders and leadership contexts 253 Author index 257 Subject index 263