[1.1.4.1] Leadership as a social construct

In this optional sub-chapter we will explore how leadership as a social construct complicates defining leadership and what it means for us.

Leadership is a social construct

Leadership might mean something different in different cultures, in specific situations or contexts, and might even be different on a very personal level. So if we all have different definitions of leadership, it's easy to mix things up.

Leadership is all around us. In yourself and in others. In our words and our actions. In our values and beliefs. And as such, our definition of leadership is subject to the broader social context of our environment.

The collective view(s)

The idea of leadership is shaped by our minds. And not just your mind, all of our minds. Our collective minds. Leadership is woven into every human aspect of society. And as such differs for each context (e.g. within organizations, in a family or in sports), within a circumstance or situation (e.g. an urgent problem or a relaxed setting), in different time settings (e.g. during wartime, in ancient Rome, or today), and even for each background (e.g. Chinese leadership or African leadership). Our collective idea of leadership is translated into social roles, organizational and institutional positions, and even internalized into identities [1]. These broad range influences are often best understood in the word 'culture'.

Societal

Identification & social pressure

Collective identifications: As human beings we identify ourselves with certain elements in our collective existence. These elements might change over time. For example, where we saw masculinity as something admirable in the past, in many cultures this is now changing and seen as 'macho' or show-off. This also influences how we see our leaders.

Herd/Group behaviour: We are social animals, we copy what the rest of are doing. If the majority thinks leadership is about power; we adopt the same mindset. If the majority thinks leadership is about feeding ducks, this also changes our perception of leadership.

Zeitgeist / time

Stage of Life: During our life we experience different stages, from youthful optimism, to midlife reinvention, to the matured search for pleasure. Over time our desires, priorities and ambitions change. And so does our definition of Leadership.

Symbolic Events: the occurrence of - or the witness of specific events can heavily influence the collective idea of leadership. The election of Barrack Obama, sparked an enormous interest in Charismatic leadership

Leadership interactions/displays

Power Dynamics: The power dynamics around you influence the way you engage and see leadership. Countries or companies ruled by centralized power, engage with leadership differently with decentralized power.

The governance or distribution of power

The strategic use of communications: The way information is shared and communicated can influence our view on leadership. Both from leaders themselves, as the broader society. One of the best examples is the freedom of the press. Without it, there would be less room for criticism on leadership.

Use and control of resources: The extent to which resources are controlled (distributed vs centralized) and how they are used (for personal gain or public good) influence how we experience leadership. This heavily ties to the ethics and values of the broader society.

Understanding

Language and discourse: The words we use, scope our understanding. The more extensive and inclusive a language the better it is for academic discourse. Thus the language and the usage of that language shape our understanding (both consciously and unconsciously).

Time . war / peace

The individual view(s)

But apart from a collective (cultural) view, leadership is also something internal. It's formed by our thoughts and fantasies. Our education and experiences. Our values and beliefs. Each of us has a different interpretation of what it means to be 'a leader'. We copy what we admire or appreciate and that's why we often think of leaders as role models, heroes, and even as villains. Many people say that having experienced good or bad leadership helped them with becoming better leaders themselves.

Individual

(feelings, experiences, preferences, values, beliefs)

Individual feelings

Courage and Fear: The way we tend to be courageous, look for opportunities and take risk, or how we experience fear, see challenges and
Autonomy - Dependency: The level to which we are dependent of others, or actively seek autonomy influences your requirement and view on leadership. This also relates to follower's need.

Experiences:

Past Experiences: Past experiences heavily influence our values and beliefs. Occurrences during our childhood can have lasting effects that remain with us our entire life. But also life changing events in later stages can be of enormous impact. Think only of those we have a Post-Traumatic stress disorder.
The experience of kindness and love - abuse and terror: Having experienced kindness and love, and likewise abuse and terror significantly impacts your view on the world. And as such your view on Leadership.
Parenting & education: The way you were raised and the education you enjoyed (or lacked) influences how you think of leadership.

Our minds

(unconscious) Fantasies: Our fantasies shape our views, knowingly and unknowingly. Our subconscious mind, already determines a of our thoughts, feelings and beliefs. But even when they tread into our conscience they heavily impact our view on leadership.

Personal influences on our view of leadership (1)

Psychosocial phenomena

This interaction between the collective view and our personal interpretation of leadership makes it a psychosocial phenomena. Implying that even though leadership is defined collectively, it may mean something else for each individual. This is best described as some sort of maelstrom. A maelstrom of social concepts that constantly influence it's meaning.

Conclusion