Advances in Group Processes publishes theoretical analyses, reviews
and theory based empirical chapters on group phenomena. Volume 23
includes papers that address fundamental issues relating to the
Social Psychology of the Workplace. Chapter one uses a social
identity perspective to understand the emergence of social capital
and cooperative behavior in the workplace. The second and third
chapters address issues of leadership. Chapter two reviews the
social psychological literature on leadership, and contrasts this
with leadership literatures which tend to be more applied (and
positive) in nature. The third chapter offers a new theory of
leadership that centers on the importance of leadership vision and
self-sacrifice. As a group, these chapters address new empirical
and theoretical problems at the cutting edge of workplace research.
The next two chapters take on issues gender and inequality.
Chapter four compares and contrasts two classes of theoretical
explanations for gender inequality: economic theories of
statistical discrimination and social psychological theories of
status discrimination. After evaluating both programs of research,
the paper illustrates how status based theories may be relaxed to
encompass more of the empirical landscape. The next chapter
examines how legitimacy (or a lack thereof) in male or female
dominated organizations can produce salient gender stereotypes. The
authors report data from a new laboratory experiment, and find
support for a number of the basic relationships that are predicted.
Readers interested in issues pertaining to gender in the workplace
should find both chapters appealing.
Issues of power and status are at the core of the nextchapters.
Chapter six asserts that the concept of ???hierarchy??? has been
neglected in a number of research areas in the organizational
domain. The paper shows how greater attention to status and power
hierarchies can increase our understanding of group decision
making, conflict management, and performance. Chapter seven
illustrates how principles from network exchange theory and
expectation states theory are broadly applicable to issues of
leadership in organizations and academia. Together, these two
chapters make a strong case that theories of power and status have
much to offer in explaining the social psychology of the
workplace.
Two chapters address issues of legitimacy. Chapter eight
explores how procedural justice and collective legitimacy jointly
produce negative emotions in the workplace. This chapter develops a
number of hypotheses regarding how it is that collective legitimacy
impacts perceptions of procedural justice when people do not
receive the rewards that they expect. Chapter nine theoretically
distills the relationship between legitimacy and trust, focusing
specifically on ways that these processes interface with research
on leadership in organizations.
The final two chapters explore some of the broader social
psychological issues of the workplace. Chapter ten draws on the
larger identity maintenance literature to explain selective
identity preference in occupational settings. Specifically, the
paper details how individuals choose among potential future
identities when all other benefits are essentially the same. The
final chapter explores the emergence of propane markets in the
southern United States, documenting the theoretical principles of
marketstructure and cataloguing the problems such markets face.
Overall, the volume includes papers that reflect a wide range of
theoretical approaches to the social psychology of the workplace,
and contributions by major scholars from multiple disciplines that
work in the general area of group processes.
*Addresses gender and inequality in the workplace
*Considers leadership theories
*Reviews the hierarchy structure of organizations
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