This fifth volume of "Research on Managing Groups and Teams" focuses on the relationship between identity issues and individual and group functioning. It looks at a range of phenomena involving the individual identities people bring to the groups they join and collective identities.

Collective Identity, Oppression, and the Right to Self-Ascription argues that groups have an irreducibly collective right to determine the meaning of their shared group identity, and that such a right is especially important for historically oppressed groups. The author specifies this right by way of a modified discourse ethic, demonstrating that it can provide the foundation for a conception of identity politics that avoids many of its usual pitfalls. The focus throughout is on racial identity, which provides a test case for the theory. That is, it investigates what it would mean for racial identities to be self-ascribed rather than imposed, establishing the possible role racial identity might play in a just society. The book thus makes a unique contribution to both the field of critical theory, which has been woefully silent on issues of race, and to race theory, which often either presumes that a just society would be a raceless society, or focuses primarily on understanding existing racial inequalities, in the manner typical of so-called "non-ideal theory."

Social identity research has transformed psychology and the social sciences. Developed around intergroup relations, perspectives on social identity have now been applied fruitfully to a diverse array of topics and domains, including health, organizations and management, culture, politics and group dynamics. In many of these new areas, the focus has been on groups, but also very much on the autonomous individual. This has been an exciting development, and has prompted a rethinking of the relationship between personal identity and social identity - the issue of individuality in the group. This book brings together an international selection of prominent researchers at the forefront of this development. They reflect on this issue of individuality in the group, and on how thinking about social identity has changed. Together, these chapters chart a key development in the field: how social identity perspectives inform understanding of cohesion, unity and collective action, but also how they help us understand individuality, agency, autonomy, disagreement, and diversity within groups. This text is valuable to advanced undergraduate and postgraduate students studying social psychology where intergroup relations and group processes are a central component. Given its wider reach, however, it will also be of interest to those in cognate disciplines where social identity perspectives have application potential.

A unique blend of theory and practice within the world of group psychotherapy, this text discusses diversity issues in group contexts within the realm of teaching, consulting, and facilitating psychotherapy groups. Chapters present a unique perspective on diversity issues within certain populations, such as prisoners, elite athletes, and high-risk youth, and examine questions around race, language, ability, gender, and the similarities and differences between the leader and their clients. Such examples provide an intricate look into the psychological dynamics that arise within these populations and the skill of group therapists in honoring their clients’ humanity. Readers will appreciate the practical examples of how to navigate difficult dynamics such as microaggressions and the role of compassion as a foundational principle of practice for group therapists.

A “fascinating” (Charles Duhigg) and “must-read” (Annie Duke) “page-turning package” (Publishers Weekly starred review) for understanding identity and showing how our groups have a powerful influence on our feelings, beliefs, and behavior—and can inspire both personal change and social movements. If you're like most people, you probably believe that your identity is stable. But in fact, your identity is constantly changing—often outside your conscious awareness and sometimes even against your wishes—to reflect the interests of the groups you belong to. In The Power of Us, psychologists Dominic Packer and Jay Van Bavel integrate their own cutting-edge research in psychology and neuroscience to explain how identity really works and how to harness its dynamic nature to: Boost cooperation and productivity Overcome bias Escape from echo chambers Break political gridlock Foster dissent and mobilize for change Lead effectively Galvanize action to address persistent global problems Along the way, they explore such seemingly unrelated phenomena as why a small town in Germany spent decades divided by shoes, why beliefs persist after they are disproven, how working together synchronizes our brains, what makes selfish people generous, why effective leaders say “we” a lot, and how playing soccer can reduce age-old conflicts. Understanding how identity works allows people to take control, moving beyond wondering, “Who am I?” to answer instead, “Who do I want to be?” Packed with fascinating insights, vivid case studies, and a wealth of pioneering research, The Power of Us will change the way you understand yourself—and the people around you—forever.

Leadership and associated power issues lie at the core of group life in a variety of contexts. Even the most informal of groups typically have some form of leadership in their organization, and the understanding of leadership and power from a psychological standpoint can inform a greater understanding of group dynamics both inside and outside of the workplace. Leadership and Power is a synthesis of contributions from eminent social psychologists and organizational scientists that addresses these issues from a fresh perspective. In recent years, these themes have been re-examined through the lens of social categorization approaches that highlight people′s social identity and social roles as group members, as well as the processes that influence perceptions of and expectations about people and groups. The book is wide-ranging; chapters cover such diverse issues as: interpersonal versus group-oriented styles of leadership; leadership of totalist groups; political leadership; and gender and leadership. It represents a state-of-the-art overview of this burgeoning field that will be important to a host of disciplines. Elements of cross-referencing to highlight thematic links as well as effective chapter conclusions will make the text appealing to advanced students taking courses in social and organizational psychology, management and organization studies, not just scholars interested in these themes.

This important new book explores the psychological motives that shape the extent and nature of people's cooperative behavior in the groups, organizations and societies to which they belong. Individuals may choose to expend a great deal of effort on promoting the goals and functioning of the group, they may take a passive role, or they may engage in behaviors targeted towards harming the group and its goals. Such decisions have important implications for the group's functioning and viability, and the goal of this book is to understand the factors that influence these choices.