Leadership, followership, and evolution: Some lessons from the past

Van Vugt, Mark and Hogan, Robert and Kaiser, Robert B. (2008) Leadership, followership, and evolution: Some lessons from the past. American Psychologist, 63 (3). pp. 182-196. ISSN 0003-066X . (The full text of this publication is not available from this repository)

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Official URL
http://dx.doi.org/10.1037/0003-066X.63.3.182

Abstract

This article analyzes the topic of leadership from an evolutionary perspective and proposes three conclusions that are not part of mainstream theory. First, leading and following are strategies that evolved for solving social coordination problems in ancestral environments, including in particular the problems of group movement, intragroup peacekeeping, and intergroup competition. Second, the relationship between leaders and followers is inherently ambivalent because of the potential for exploitation of followers by leaders. Third, modern organizational structures are sometimes inconsistent with aspects of our evolved leadership psychology, which might explain the alienation and frustration of many citizens and employees. The authors draw several implications of this evolutionary analysis for leadership theory, research, and practice.

Item Type: Article
Uncontrolled keywords: evolution; leadership; followership; game theory; mismatch hypothesis
Subjects: B Philosophy. Psychology. Religion > BF Psychology
Divisions: Faculties > Social Sciences > School of Psychology
Depositing User: C.A. Simms
Date Deposited: 07 Mar 2009 11:41
Last Modified: 01 May 2014 10:52
Resource URI: http://kar.kent.ac.uk/id/eprint/4531 (The current URI for this page, for reference purposes)
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