Social Identity Theory in leadership

Social Identity Theory (SIT) is one framework that helps us understand how humans interact and relate to each other. In a previous article, we examined the basics of SIT and how it affects our perceptions of ourselves and others. As a short refresher, we draw our understanding of who we are based on the groups we identify with, and judge others based on the groups we believe they are affiliated with. By identifying as a certain in-group member, e.g. someone who does Crossfit, we assume certain characteristics about ourselves (I am fit, I am healthy, I look after myself) and about others who are out-group members (slovenly, ill-disciplined, unhealthy).

SIT has been applied to leadership theory as well. Over the years, academics have identified many implications for understanding how SIT affects leadership dynamics within groups and organisations. This article will look at some of the ways SIT applies to leadership, and discuss two examples of how contemporary leaders have used SIT to better influence others.

SIT applications in leadership

Leader as In-Group Representative: Leaders often represent the archetypal in-group member. They are seen as the embodiment of the group’s values, goals, and aspirations. Their leadership role strengthens the social identity of the group and contributes to a sense of cohesion and belonging. Leaders can leverage their position to reinforce positive social identities and promote a sense of pride and loyalty among group members. If you have ever been proud to work in an organisation because of your boss, you’ve seen this effect in action.

Leadership and In-Group Favouritism: Social Identity Theory suggests that individuals tend to show favouritism towards their in-group. This bias can influence leadership behaviours, as leaders may be more inclined to allocate resources, opportunities, and rewards to in-group members. It is important for leaders to be aware of this bias and strive for fairness, equity, and inclusivity in their decision-making processes. An example of this in action could be a coach picking a representative team, who unintentionally favours members of her own club.

Leadership and Group Identity Formation: Leaders contribute to the formation and development of group identities. Through their actions, communication, and vision, leaders shape the social identity of the group and influence how members perceive themselves in relation to the larger organisation or community. You may notice leaders, especially senior corporate leaders or politicians, using the collective ‘we’ when they address groups. This is designed to make the in-group clear, and to include the audience in their group to better gain influence over otherwise disparate individuals.

Leadership and Social Identity-Based Motivation: SIT suggests that individuals derive motivation from their group memberships and the desire to maintain a positive social identity. Leaders can tap into this motivation by aligning goals and tasks with the group's identity, emphasizing shared values and collective achievements. By fostering a sense of identity and purpose, leaders can inspire and mobilise their team towards common objectives. The classic Australian trait of not wanting to let your mates down has been used for decades to motivate and inspire people towards achieving certain goals, from winning at sports to cleaning up rubbish.

Leadership and Reducing Out-Group Bias: SIT recognizes the tendency for individuals to perceive out-groups as less favourable or homogenous. Leaders can actively work to reduce out-group bias by encouraging intergroup contact, promoting diversity and inclusion, and challenging stereotypes and prejudices. They can create a culture of respect, appreciation for differences, and collaboration across groups. If your workplace has advocacy forums, you’ve seen this in action – giving people a voice to break through barriers that are often subconsciously constructed around different in-groups (e.g. managers in a workplace).

These are just some of the ways in which SIT can be practically applied in leadership. By understanding the theory, leaders of all types are empowered to identify where SIT is affecting their teams, and make changes if needed. By knowing how people can be drawn together and inspired, organisations can be motivated and influenced to achieve more, together. Conversely, where teams are underperforming or struggling with their cohesion, an external review may identify a lack of in-group identity that can be addressed efficiently and effectively.

SIT examples

Nelson Mandela

Of course, it’s easy to describe a theory and make it sound like the cure-all for the management woes of the contemporary workplace. SIT is one tool—albeit a powerful one—amongst many, and there are some examples we can use to demonstrate how it has been applied in the past. It’s unlikely that these leaders consciously used SIT to improve their influence, but it’s effectiveness can be seen and, armed with the knowledge that it can be powerful, we can choose to apply it ourselves.

The first example of an individual who leveraged social identity to be a better leader is Nelson Mandela, the former President of South Africa. Mandela utilised social identity to lead the movement against apartheid, and to unite a divided nation in its wake.

During the apartheid era, South Africa was deeply divided along racial lines, with a white minority government implementing oppressive policies that marginalised and discriminated against the Black majority. Mandela, as a prominent leader of the African National Congress (ANC), recognised the power of social identity (the concept, not the academic SIT) in mobilising and inspiring his fellow black South Africans.

Mandela tapped into the shared experiences, values, and aspirations of black South Africans to build a strong sense of social identity among his followers and emphasised a collective Black identity rooted in the struggle for justice, equality, and freedom. Mandela himself embodied this identity, and spent 27 years in prison for his anti-apartheid activism.

By leveraging social identity, Mandela was able to galvanize support, mobilise large numbers of people, and sustain the anti-apartheid movement both before and after the policy was abandoned. He rallied his followers around the vision of a united, non-racial South Africa where everyone would be treated equally and enjoy fundamental rights and opportunities.

Mandela's leadership was characterized by inclusivity, forgiveness, and reconciliation. He recognised the importance of bridging divides and creating a shared national identity that transcended racial, ethnic, and cultural differences. Despite his long imprisonment, Mandela reached out to white South Africans, appealing to their sense of shared humanity and the common goal of building a democratic and prosperous nation.

His ability to unite diverse groups under a collective identity played a crucial role in the successful transition from apartheid to democracy in South Africa. Mandela's social identity-based leadership not only brought about significant political change but also fostered healing, reconciliation, and the building of a new social fabric for the nation. By appealing to shared values, experiences, and aspirations, leaders like Mandela can create a sense of belonging and purpose, leading to positive change and transformation within societies.

Almost every leadership theorist can use Mandela to make their point. His leadership and inspiration are legendary, and can be applied to lots of leadership theories, even the Great Man theory that has been largely debunked. While he remains a good example of how SIT can be a powerful leadership tool, it’s important that we look closer to home, and to a less obvious—but no less important—example of the theory in action.

Eddie Mabo

The second example of a leader who effectively applied SIT is Eddie Mabo, an Indigenous Australian activist who played a pivotal role in the recognition of Aboriginal and Torres Strait Islander land rights.

Mabo, a Torres Strait Islander, challenged the concept of "terra nullius" (land belonging to no one) in Australian law, which denied the existence of Indigenous land rights. He sought to reclaim the social identity and land rights of Indigenous Australians, who had experienced dispossession and marginalisation. This is almost a perfect example of an out-group; indigenous Australians had been classified as basically not existing as a collective people under colonial Australian law. You can’t get further out-group than that.

Mabo's leadership centred on asserting the rights and cultural identity of Indigenous Australians. He highlighted the deep connection Indigenous peoples had with their ancestral lands, their cultural heritage, and the significance of land in their social, spiritual, and economic lives. He drew the picture of Aboriginal and Torres Strait Islanders as a group, one with identifiable characteristics that until then had been overlooked, ignored, or suppressed.

Through the Mabo v Queensland case, which reached the High Court of Australia in 1992, Mabo challenged the legal fiction of terra nullius. The court's decision recognised the existence of native title, acknowledging Indigenous Australians' rights to their traditional lands and establishing a framework for land rights claims.

Mabo's leadership was instrumental in raising awareness and mobilising support for Indigenous land rights. He engaged in public advocacy, highlighting the historical injustices faced by Indigenous communities and promoting reconciliation and recognition of their social identity and rights. He lowered the barriers between in-groups of white Australians and the dispossessed original inhabitants, and did so without violence or vitriol.

By reclaiming and asserting the social identity of Indigenous Australians as the traditional custodians of the land, Mabo empowered and inspired Indigenous communities across Australia. His leadership contributed to a significant shift in public opinion, leading to greater recognition of Aboriginal and Torres Strait Islander rights and fostering a national dialogue on reconciliation.

Mabo's legacy continues to shape Australia's understanding of Indigenous rights and land ownership. His leadership exemplifies the power of social identity in mobilising and empowering marginalized communities to assert their rights, challenge unjust systems, and seek justice and equality. Generations of Australians now know of the Mabo decision – even if they know little about Eddie Mabo – as the right thing to do.

CONCLUSION

SIT is a leadership tool for anyone. You don’t need to be a world leader like Mandela, or an inspirational change-bringer like Eddie Mabo. All of us, in our daily lives can take the opportunity to influence our groups for the better. By working to represent a group, to build motivation through collective cohesion, and to identify and reduce out-group friction, we can all leverage SIT as leaders within our groups.