Collective mobilisation as a contest for influence
Leading for change or against the status quo
Bibliographic Data
| ID | 10902259 |
|---|---|
| Authors | Emina Subasic (0000-0001-7987-4859, School of Psychological Sciences University of Newcastle Newcastle Australia, corresponding author), Shaistha Mohamed (Research School of Psychology Australian National University Canberra Australia), Katherine J Reynolds (0000-0002-2282-7290, Research School of Psychology Australian National University Canberra Australia), Clare Rushton (School of Psychological Sciences University of Newcastle Newcastle Australia), Clare M Rushton (0000-0003-1982-2293, University of Newcastle Australia), Alexander Haslam (0000-0001-9523-7921, School of Psychology University of Queensland Brisbane Australia), S Alexander Haslam |
| Year | 2022 |
| Volume | 52 |
| Issue | 7 |
| Pages | 1111-1127 |
| Publication date | 2022-12-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | European Journal of Social Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0046-2772 • E-ISSN: 1099-0992 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/ejsp.2891 |
| OpenAlex | W4307715161 |
| Language | EN |
| Citations received | 4 |
| References cited | 64 |
Leadership is central to understanding social continuity and change, though rarely features in the study of collective action. Across three experiments (total N = 687), we examine how followers’ support for pro‐change leaders (Experiments 1–3) and pro‐status quo leaders (Experiments 1–2) varies as a function of leader alignment with group normative trajectory, the presence (vs. absence) of competing leaders, and shared group membership with followers. When pro‐change leaders were aligned with the normative trajectory of the group, they elicited higher collective action and voting intentions compared to pro‐status quo leaders (Experiments 1–2). When change leaders were non‐aligned, participants instead supported the pro‐status quo alternative (Experiment 1–2). Finally, the presence of leadership contests with aligned change leaders (Experiment 2) and pro‐status quo leaders (Experiments 2–3) reduced collective action and support for non‐aligned change leaders or those facing a polarised followership. Implications for research at the nexus of leadership and collective action are discussed
Action (physics) · Collective action · CONTEST · Nexus (standard) · Normative · Political science · Politics · Public relations · Status quo · Turnout · Voting · Cultural Differences and Values · Opinion Dynamics and Social Influence · Psychology · Social and Intergroup Psychology · Social Psychology
Protesting for stability or change? Definitional and conceptual issues in the study of reactionary, conservative, and progressive collective actions
Change From Within
Should “sisters” be doing it by themselves? Leadership, allyship, and mobilization for gender equality
School climate, school identification and student outcomes
The New Psychology of Leadership
Aligning Identities, Emotions, and Beliefs to Create Commitment to Sustainable Social and Political Action
Missing in (Collective) Action
The Political Solidarity Model of Social Change
Advancing the social identity theory of leadership
Beyond Allyship
When Prisoners Take Over the Prison
Emerging research on intergroup prosociality
Statistical power analyses using G*Power 3.1
The Language of Social Inequality
It’s not just “us” versus “them”
The social identity theory of leadership
The politicized motivations of volunteers in the refugee crisis
Entrepreneurs of hate and entrepreneurs of solidarity
We for She”
Intergroup relational identity
Social movements and social transformation
The social identity perspective of social media leadership in collective action participation
Positive Portrayals of Feminist Men Increase Men’s Solidarity With Feminists and Collective Action Intentions
Identity Entrepreneurship and the Consequences of Identity Failure
Rethinking the Paradigm of Prejudice
Of the group’ and ‘for the group’
When and how social movements mobilize action within and across nations to promote solidarity with refugees
Choosing between conciliatory and oppositional leaders
Understanding allies’ participation in social change
Protesting to challenge or defend the system? A system justification perspective on collective action
Too black or not black enough’
The role of movement leaders in building intergroup solidarity for social change
Uncertainty and Influence
Why Do Men and Women Challenge Gender Discrimination in the Workplace? The Role of Group Status and In‐group Identification in Predicting Pathways to Collective Action
Leadership and Social Transformation
Understanding responses to an organizational takeover
Mobilized or marginalized? Understanding low-status groups’ responses to social justice efforts led by high-status groups
The Psychology of Leadership Destabilization
Where To From Here for the Psychology of Social Change? Future Directions for Theory and Practice
Dual Identities and Their Recognition
We Must Be the Change We Want to See in the World
The social psychology of protest
| Unique citing works | 4 |
|---|---|
| Citations per year | 1 |
| Citation span | 2022 - 2026 (5) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 4 |