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Social and Cultural Psychology > Social Identity > Flashcards

Social Identity Flashcards

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1
Q

What are the two approaches of Social Identity?

A
  1. Social Identity Theory (SIT) - Focus on inter-group behavior
  2. Self-categorisation Theory (SCT) - Focus on how individuals are able to act as a group
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2
Q

What are the key concepts of Social Identity Theory?

A
  1. Categorisation
  2. Comparison
  3. Positive Social Identity
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3
Q

What is the definition of social catergorisation?

A

The process of automatically classifying people into a category of social groups e.g gender, ethnicity, age, occupation

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4
Q

What is social comparisons?

A

Resulting from social categories
Social comparison is the comparison of our group (in-group) to another group (out-group).

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5
Q

What is in-group-out-group bias?

A

When we favour members of our own group over mebers of other groups

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6
Q

What are the strategies that we use when our group does not positively contribute to our social identity?

A
  1. Social Mobility: Change group members
  2. Social Creativity: Change elements of the comparison
  3. Social competition: Change the relative status of the group
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7
Q

What are the three key concepts of Self-categorisation Theory?

A
  1. Self-categorisation
  2. Meta-contrast principle
  3. Depersonalsation
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8
Q

What is self-categorisation?

A

Individuals group themselves with similar others and contrast this against groups from which they differ

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9
Q

What is the meta-contrast principles?

A

Categorisation is based on differences between and within groups

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10
Q

How do we categorise intra-groups and inter-groups?

A

Intra-group differences are minimised
Inter-group differences are maximised

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11
Q

What is depersonalisation?

A

A process of self-stereotyping. Individuals are interchangeable

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12
Q

What are the processes of social identity in individualist cultures?

A
  1. Inter-group comparisons
  2. Ingroup bias is less in real-life groups
  3. Ingroup bias is greater in arbitrary groups
  4. Poor in-group performance due to dissociation
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13
Q

What are the processes of social identity in collectivist cultures?

A
  1. Intra-group relationship orientation
  2. Ingroup bias is greater in real-life groups
  3. Ingroup bias is less in arbitrary groups
  4. Poor in-group performance due to out-group derogation
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14
Q

What is Ethnic Identity?

A

Identity based on similarities such as
- Physical Characteristics e.g skin colour
- Linguistic Characteristics e.g language, dialects
- Behavioural/cultural Characteristics e.g religion
- Environmental Characteristics e.g location, place of origin

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15
Q

What are the dimensions of belonging? Neville et at

A
  1. History/memory, place and peoplehood
  2. Sense of community
  3. Acceptance and pride
  4. Shared language and culture
  5. Interconnections
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16
Q

What are the barriers to belonging? Neville et al.,

A
  1. Phenotype (not fitting)
  2. Social identity
  3. History of colonisation
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17
Q

What is meant by Bi-cultural Australians?

A

Experiencing two cultures - integrating values, traditions, and behaviours of Heritage culture (greek, chinese) and the dominant national culture (Australian)

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18
Q

What is the acculturation orientation model of bi-culturalism by Berry, 1997?

A

Integration - High on heritage and high on national culture
Assimilation - Low on heritage and high on national culture
Separation - High on heritage and low on national culture
Marginalisation - low on both (few people)

19
Q

What were the results of Nguyen & Benet’s study on the association between biculturalism and adjustment?

A
  1. Biculturalism was positively associated with Psychological (self-esteem) and sociocultural (academic performance) adjustment
  2. Any identification was positively associated with adjustment but stronger when bicultural adjustment
20
Q

What are small group characteristics?

A
  1. Mutual awareness and influence
  2. Enduring relationships
  3. Common purpose or goal
  4. Felling of belonging
21
Q

What is meant by group socialisation?

A

Becoming part of a group and being accepted and learning the group norms

22
Q

What are the uniformities that define group membership and differentiate between groups?

A

Attitudinal + Behavioural

23
Q

Deviation from the norm of a group can lead to?

A
  1. Disklike from other in-group members
  2. Pressure to conform
24
Q

Shared beliefs about appropriate conduct for group members can be either formal or infomal? True or False

A

True

25
Q

Roles that apply to a sub-group of people within the group can be?

A
  1. Formal or informal
  2. Task-oriented or relations-oriented
26
Q

Roles are another structural aspect of small groups that…

A

Describe & prescribe behaviour

27
Q

In terms of the roles within small groups, the group benefits when:

A
  1. Roles are matched to members abilities
  2. There is little role ambiguity
28
Q

What is the Chemers 2001 Definition of leardership?

A

A process of social influence through which an individual enlists and mobilises the aid of others on the attainment of a collective goal

29
Q

What are the three key aspects of leadership?

A
  1. Collective (group based)
  2. Relational (between leaders and followers)
  3. Purposeful (with a goal)
30
Q

What are the three approaches to leadership?

A
  1. Personality
  2. Situation
  3. Interaction - both situation and personality
31
Q

What is good Leadership correlated with?

A
  1. High Intelligence
  2. Better physique
  3. More talkativeness
  4. Higher extraversion
  5. Higher need for dominance
32
Q

What is Fiedler’s Contingency Theory?

A

Effective leadership is contingent upon the situation at hand.
The interaction between type of leader and situational control is key

33
Q

What are the two types of leaders in Interaction Leadership?

A
  1. Relationship-oriented
  2. Task-oriented
34
Q

What are the characteristics of a relationship-oriented leader?

A
  • Relaxed, friendly and non-directive
  • Favourably inclined towards co-workers even if performance is poorly
35
Q

What are the characteristics of a task-oriented leader?

A
  • Authoritarian
  • Value group success over the relationship of the group
  • Not favourably inclined towards co-workers if they are performing poorly
36
Q

What are the three components that situational control depend on?

A
  1. Quality of leader-member relations (poor or good)
  2. Clarity of task structure (structure or unstuctured)
  3. Intrinsic power/authority of leader (strong/high or low/weak)
37
Q

What are the components of high situational control?

A
  1. Good relations
  2. Structured task
  3. High power
38
Q

What are the components of how situational control?

A
  1. Poor relations
  2. Unstructured task
  3. Low power
39
Q

Who makes the most successful leadership?

A
  1. Task-oriented leaders who are either high or low in situational control
  2. Relationship-oriented leaders who are moderate in situational control
40
Q

What is the focus of transformational leadership

A

Focuses on the way that a leader transforms group goals and actions mainly via charisma

41
Q

What are the 5 dimensions that are important to transformational leadership?

A
  1. Challenge the process - search for opportunity to change status quo, experiment and take risks, accepts disappointments as learning
  2. Inspire a shared vision - Believe they can make a difference, enlist others in dream team
  3. Enable others to act - Foster collabs, builds team spirit, trust enironement, and make others feel powerful and capable
  4. Model the way - establish principles, set small goals for larger objectives
    5.. Encourage the heart - keep hopes up, recognise contributions and celebrate accomplishments
42
Q

What are the 5 dimensions that are important to transformational leadership?

A
  1. Challenge the process - search for opportunity to change status quo, experiment and take risks, accepts disappointments as learning
  2. Inspire a shared vision - Believe they can make a difference, enlist others in dream team
  3. Enable others to act - Foster collabs, builds team spirit, trust environment, and make others feel powerful and capable
  4. Model the way - establish principles, set small goals for larger objectives
    5.. Encourage the heart - keep hopes up, recognise contributions and celebrate accomplishments
43
Q

What are the 5 dimensions that are important to transformational leadership?

A
  1. Challenge the process - search for an opportunity to change status quo, experiment and take risks, accepts disappointments as learning
  2. Inspire a shared vision - Believe they can make a difference, enlist others in dream team
  3. Enable others to act - Foster collabs, builds team spirit, trust environment, and make others feel powerful and capable
  4. Model the way - establish principles, set small goals for larger objectives
    5.. Encourage the heart - keep hopes up, recognise contributions and celebrate accomplishments

Social and Cultural Psychology (6 decks)

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