TITLE

Intergroup leadership

AUTHOR(S)
Pittinsky, Todd L.; Simon, Stefanie
PUB. DATE
December 2007
SOURCE
Leadership Quarterly;Dec2007, Vol. 18 Issue 6, p586
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
Abstract: Strong leadership within a group can increase the likelihood of conflict with other groups. This ingroup/outgroup leadership trade-off, occurring in contexts from businesses and political parties to ethnic groups and nations, raises questions about how a different kind of leadership can improve intergroup relations. Although leadership theory often focuses on a single group, sidelining questions of intergroup dynamics, some leadership literature addresses intergroup relations. Concurrently, some intergroup relations literature directly addresses leadership. Here, we synthesize and attempt to catalyze research on leadership that promotes positive intergroup relations: intergroup leadership. We begin by reviewing the ingroup/outgroup leadership trade-off. Next, we examine five theoretical approaches to leadership that show potential to promote positive intergroup relations. Finally, we identify six characteristics of the literature as it has developed and might develop in the future. These serve as possible directions for research to further illuminate the science and practice of intergroup leadership.
ACCESSION #
27723949

 

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