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Robert Selman developed his developmental theory of role-taking ability based on four sources. [4] The first is the work of M. H. Feffer (1959, 1971), [5] [6] and Feffer and Gourevitch (1960), [7] which related role-taking ability to Piaget's theory of social decentering, and developed a projective test to assess children's ability to decenter as they mature. [4]
Research conducted on role theory mainly centers around the concepts of consensus, role conflict, role taking, and conformity. [1] The theatre is a metaphor often used to describe role theory. Although the word role (or roll ) has existed in European languages for centuries, as a sociological concept, the term has only been around since the ...
Robert L. Selman (born May 7, 1942) is an American-born educational psychologist and perspective-taking theorist who specializes in adolescent social development. [1] He is currently a professor of Education and Human Development at the Harvard Graduate School of Education, and a professor of psychology in Medicine at Harvard University. [2]
Role-taking is a part of our lives at an early age, for instance, playing house and pretending to be someone else. There is an improvisational quality to roles; however, actors often take on a script that they follow. Because of the uncertainty of roles in social contexts, the burden of role-making is on the person in the situation.
Leader-member relationships are simply established based on three stages: role-making, role-taking and role-routinization. Each stage allows the relationships to be further developed and have a positive impact upon the communication aspect and completion of tasks. A couple of techniques can be implemented in order to improve the theory.
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...
Finally transactional leaders may be laissez-faire, avoiding taking any action at all. [ 118 ] Transformational leadership refers to a leader who moves beyond immediate self interests using idealized influence ( charisma ), inspirational motivation, intellectual stimulation ( creativity ), or individualized consideration.
According to the looking-glass self, how you see yourself depends on how you think others perceive you. The term looking-glass self was created by American sociologist Charles Horton Cooley in 1902, [1] and introduced into his work Human Nature and the Social Order.