On your own in the desert

Vogelaar, A.L.W.; Dalenberg, Sander

doi:10.2307/j.ctt6wp695.10

Cited by 2 publications

(2 citation statements)

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“…Thus, based on the four dimensions outlined by Reicher et al (2016), the findings seem to show that the lack of leadership acceptance should be attributed to a failing leader. However, being replaced while on a mission is quite unusual (Vogelaar & Dalenberg, 2012). Hence, simply framing the PC as an inadequate leader is not sufficient to understand the social dynamics within the group that led to his replacement.…”

Section: Unaccepted Leadership: the Platoon's Perspectivementioning

confidence: 99%

“…Firstly, the focus of social identity theory on group dynamics is a welcome addition to traditional military studies, as few studies in the military realm acknowledge leadership as a social orientation. The traditional focus in military studies is predominantly on individual leadership qualities (Atwater & Yammarinol, 1993), while in a military team-usually a platoon-group dynamics matter greatly and can, in some circumstances, be the difference between life and death (Arnold, Loughlin, & Walsh, 2016;Grossman, 2009;Vogelaar & Dalenberg, 2012). Secondly, it has been shown that "the military maintains that cohesive groups engender effectiveness in combat situations" (Oliver, Harma, Hoover, Hayes, & Pandhi, 1999, cited in Ahronson & Cameron, 2007 and that (widening the remit somewhat) "cohesion has long been considered by industrial-organizational, military, and sports psychologists to be one of the most important small-group properties" (Dion, 2000, cited in Ahronson & Cameron, 2007.…”

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confidence: 99%

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Leadership Acceptance Through the Lens of Social Identity Theory: A Case Study of Military Leadership in Afghanistan

Jansen

Delahaij²

2019

Armed Forces & Society

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This study builds on the experiences of a Dutch reconnaissance platoon deployed in Afghanistan in which leadership was not accepted. Setup as a qualitative single case study, this article advances our understanding of how group dynamics and contextual factors might impact the acceptance of leadership. Rather than primarily focusing on the behavior of the leader, this article highlights the perspective of followers in the ranks. The study also offers empirical evidence for the potential of social identity theory as a framework within which to study leadership acceptance. The case shows that leadership acceptance is largely dependent on group processes rather than on the characteristics of leadership. Additionally, it points to the importance of contextual factors. Finally, it suggests that a lack of attention to in-group dynamics, and a lack of active entrepreneurship by the leader, can catalyze “in-group entrepreneurship.”

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Section: Unaccepted Leadership: the Platoon's Perspectivementioning

confidence: 99%

mentioning

confidence: 99%