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Leadership Processes and Follower Self-Identity phần 5

lợi ích đã được trao cho một vài cá nhân nhưng không phải tất cả các nhóm. Hậu quả là nhóm sắc, sự phối hợp qua công ty, và hy vọng, cho sức mạnh tổng hợp được sử dụng để biện minh cho vụ sáp nhập sau đó được nhiều | 4. TEMPORARY AND ENDURING EFFECTS OF LEADERS 91 their chronic accessibility. Such frequency effects can occur either by having leaders repeatedly prime the same aspects of the self or by ensuring that multiple environmental cues activate the same or similar dimensions of the self. Through repeated activation the resting activation level of a particular knowledge structure should increase thereby increasing the probability that it will be activated and used again in the future. To give one brief example of this process consider the situation faced by an individual upon joining an organization. New employees bring with them many strong individual-level identities but relational identities linked to organizational members or collective identities based on work groups or the organization as a whole are likely to be peripheral if they exist at all. Thus a primary task of leadership processes as well as other organizational socialization experiences is to create and strengthen new organizationally based social identities. Although such identities are likely to be peripheral early in an organizational member s tenure effective leadership will make them more central as a member s organizational tenure increases. Creating New Content in the Self In addition to strengthening the accessibility of preexisting schemas leaders can also generate new schemas within their subordinates self-concepts. In fact the creation of appropriate self-concepts may be critical to the success of subsequent leader influence attempts. Nonexistent aspects of the self can no more be activated by a leader or organization than the script to fix a tire will be activated in a mechanically inept individual who has a flat tire. Similarly enticing subordinates to act in a particular fashion will have little or no effect if the self-relevant knowledge needed to guide and sustain such behavior is not available Knowledge must exist to be activated in a situation. As a consequence successful leadership may .