Perceiving Leadership: A Field Theory Approach

What Makes Us See Someone as a Leader? A Field Theory Approach

Morley Katza,b, Frank Safayenib and Ahmad Tanehkarb

Management Matters Inc., Toronto, Canada; Department of Management Science and Engineering, University of Waterloo, Waterloo, Canada

The authors of this paper propose that what seems to be uniquely common to individuals perceived as leaders is that they all either meaningfully challenge the status quo or meaningfully resist challenge to the status quo over a sustained period of time. While we note that a relationship between leadership and challenge to the status quo has been alluded to in the literature, especially regarding (but not restricted to) charismatic leadership, a deeper theoretical development has been missing, particularly addressing the context of the social setting in which challenge may occur as opposed to a leader-centric view. Moreover, we observe that a commensurate connection between resistance to challenge and leadership is relatively unobserved and unexplored.We develop our argument drawing on Lewin’s field theory and propose a theoretical explanation of how leadership emerges in the perception of others consequent to the sustained invocation and interaction of situational social forces, specifically meaningful challenge, or resistance to challenge, of the status quo. The theory lends itself to empirical study.

Field theory is a psychological theory that examines patterns of interaction between the individual and the total field, or environment. 

The concept first made its appearance in psychology with roots in the holistic perspective of Gestalt theories. It was developed by Kurt Lewin, a Gestalt psychologist, in the 1940s.

Lewin’s field theory can be expressed by a formula: B = f(p,e), meaning that behavior (B) is a function of the person (p) and their cultural environment (e).

– Wikipedia

The authors suggest that challenging the status quo plays a significant role in leadership perception by proposing that individuals perceived as leaders are those who meaningfully challenge or resist challenges to the status quo over a sustained period of time. They argue that there is a direct relationship between leadership and the ability to challenge the status quo in a meaningful way 2.

By consistently challenging the status quo, leaders demonstrate their willingness to question existing norms, drive change, and push boundaries. This behavior can set them apart from others and lead to their recognition as leaders within a social setting. The authors emphasize that this relationship between leadership and challenging the status quo goes beyond traditional views of leadership and highlights the importance of context in which challenges occur 6.

Furthermore, the authors suggest that leadership perception can also be influenced by the resistance to challenges to the status quo. Leaders who effectively resist challenges and maintain stability or uphold certain values can also be perceived as leaders within a group or organization. This dual perspective on leadership – involving both challenging and resisting challenges to the status quo – provides a more nuanced understanding of how leadership is perceived and emerges in social contexts 6.

Overall, the authors argue that meaningful challenges to the status quo, as well as resistance to challenges, are key factors that shape leadership perception. By exploring and understanding the dynamics of challenging the status quo within a social setting, organizations can gain insights into how individuals are perceived as leaders based on their actions and responses to change and stability.

Key Takeaways

1. Leadership Emergence vs. Effectiveness: Understanding the distinction between leadership emergence (being perceived as a leader) and leadership effectiveness (performance in influencing and guiding activities) is crucial. Organizations should focus on both aspects to develop well-rounded leaders 6.
2. Influence and Leadership: Recognize that not all influence is leadership, and leadership can involve both challenging the status quo and resisting change. Organizations should explore the nature of influence in the leadership emergence process using theoretical frameworks like Lewin’s field theory 6.
3. Scope of Influence: Consider the scope of influence that leaders have within an organization. Leaders may impact individuals, groups, departments, or the entire organization. Understanding the extent of influence can help in effective leadership development and decision-making 8.
4. Creative Approaches to Leadership: Encourage innovative and creative approaches to leadership development. For example, using unconventional methods like literature to teach leadership can have a unique impact on individuals within an organization 8.
5. Charismatic Leadership and Resistance to Change: Acknowledge that charismatic leadership can play a role in both driving change and resisting challenges. Organizations should be prepared to navigate different leadership styles based on the context and goals of the organization 26.
6. Empirical Study of Leadership Emergence: Utilize empirical studies and theoretical frameworks like Lewin’s field theory to understand the forces at work in leadership emergence. This approach can provide valuable insights into how leadership perceptions are formed within an organization 6.

By incorporating these key takeaways into organizational practices and leadership development initiatives, companies can enhance their understanding of leadership dynamics, improve leadership effectiveness, and foster a culture that supports the emergence of effective leaders.