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His social identity model (SIM, 1982, 1984, 1987) of crowd behaviour suggests that people are able to act as one in crowd events not because of 'contagion' or social facilitation but because they share a common social identity. This common identity specifies what counts as normative conduct.
The social identity model of deindividuation effects (or SIDE model) is a theory developed in social psychology and communication studies. SIDE explains the effects of anonymity and identifiability on group behavior. It has become one of several theories of technology that describe social effects of computer-mediated communication.
Deindividuation theory seeks to provide an explanation for a variety of antinormative collective behavior, such as violent crowds, lynch mobs, etc. [4] Deindividuation theory has also been applied to genocide [5] and been posited as an explanation for antinormative behavior online and in computer-mediated communications. [6]
Philip George Zimbardo (/ z ɪ m ˈ b ɑːr d oʊ /; March 23, 1933 – October 14, 2024) was an American psychologist and a professor at Stanford University. [2] He was an internationally known educator, researcher, author and media personality in psychology who authored more than 500 articles, chapters, textbooks, and trade books covering a wide range of topics, including time perspective ...
Laura L. Carstensen is the Fairleigh S. Dickinson Jr. Professor in Public Policy and professor of psychology at Stanford University, where she is founding director of the Stanford Center on Longevity [1] and the principal investigator for the Stanford Life-span Development Laboratory. [2]
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Leader development is described as one aspect of the broader process of leadership development (McCauley et al., 2010). Leadership development is defined as the expansion of a group's capacity to produce direction, alignment, and commitment (McCauley et al.), in contrast to leader development which is the expansion of a one's ability to be effective in leadership roles and processes.
Leadership development is the process which helps expand the capacity of individuals to perform in leadership roles within organizations. Leadership roles are those that facilitate execution of an organization's strategy through building alignment, winning mindshare and growing the capabilities of others.
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