1. The old psychology of leadership: Great men and the cult of personality
Leadership in history: The "great man" and his charisma
The political decline of the "great man" approach: The impact of the "great dictators"
The standardization of leadership: Personality models and their failings
The biographical approach: Looking for the roots of greatness in personal histories
The theoretical deficiency of individualistic models
The political deficiency of individualistic models
The faulty definition of leadership
Conclusion: Five criteria for a useful psychology of leadership
2. The current psychology of leadership: Issues of context and contingency, transaction and transformation
The importance of context and contingency
The importance of followers
The importance of that "special something"
Conclusion: The need for a new psychology of leadership
3. Foundations for the new psychology of leadership: Social identity and self-categorization
Social identity and group behavior
Social identity and collective power
Defining social identities
Conclusion: Setting the agenda for a new psychology of leadership
4. Being one of us: Leaders as in-group prototypes
The importance of standing for the group
Prototypicality and leadership effectiveness
Prototypicality and leadership stereotypes
Prototypicality and the creativity of leaders
Conclusion: To lead us, leaders must represent "us"
5. Doing it for us: Leaders as in-group champions
The importance of fairness
From fairness to group interest
Clarifying the group interest
Conclusion: To engage followers, leaders' actions and visions must promote group interests
6. Crafting a sense of us: Leaders as entrepreneurs of identity
The complex relationship between reality, representativeness, and leadership
Social identities as world-making resources
Who can mobilize us? The importance of defining category prototypes
Who is mobilized? The importance of defining category boundaries
What is the nature of mobilization? The importance of defining category content
Conclusion: Leaders are masters not slaves of identity
7. Making us matter: Leaders as embedders of identity
Identity as a moderator of the relationship between authority and power
Leaders as artists of identity
Leaders as impresarios of identity
Leaders as engineers of identity
Conclusion: Leadership and the production of power both center on the hard but rewarding work of identity management
8. The pragmatics of identity leadership: Being effective in the world
The nature of effective leadership
The nature of ineffective leadership
A case study of the pragmatics of identity leadership: The COVID-19 pandemic
Conclusion: Identity leadership is practical because it is grounded in well-evidenced integrative theory
9. The politics of identity leadership: Doing good and evil in the world
The intragroup dimension of identity leadership
The intergroup dimension of identity leadership
A case study of the politics of identity leadership: Donald Trump and the 2021 assault on the U.S. Capitol
Conclusion: Whether leadership is benign or toxic hinges on the form and content of identity leadership
10. The tools of identity leadership: Translating theory into practice
