Ambivalence, Dilemma, and Paradox
The Nature and Significance of Leader-Follower Ties, with Comments on the Leadership of Margaret Thatcher
Bibliographic Data
| ID | 11638229 |
|---|---|
| Authors | Graham Little (corresponding author) |
| Year | 1984 |
| Volume | 5 |
| Issue | 4 |
| Pages | 553-553 |
| Publication date | 1984-12-01 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Political Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0162-895X • E-ISSN: 1467-9221 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.2307/3791227 |
| OpenAlex | W2321219782 |
| Language | EN |
| References cited | 3 |
A theory of how individuals establish connection with other individualsconfirming their own identity and arranging social activityis the basis for a typology of leader-folio wer relations. Leaders both exemplify and give effect to their supporters' view of what it is to be a person and how social relations must be arranged. One leader-follower set sees the individual as essentially competitive and made social only through structure, i.e., rules and roles. The leader is to be Strong, energizing contest and keeping control. The Group leader, by contrast, builds on natural solidarity and the Inspiring leader looks to inventiveness and the possibility of mutuality. Mrs. Thatcher, the Prime Minister of Great Britain, is taken as an example of the Strong leader. Political psychology cannot arbitrate between types of leader-follower relations since they are arguable personal and positions; as political criticism, it can only show the pattern of strengths and weaknesses of each type
Ambivalence · Dilemma · Economics · Epistemology · Positive economics · Sociology · Philosophy · Political and Economic history of UK and US · Psychology · Social Psychology
| Highly cited | No |
|---|