Evolutionary leadership theory analyses leadership from an evolutionary perspective. Evolutionary psychology assumes that our thinking, feeling and doing are the product of innate psychological mechanisms. These mechanisms have evolved because they enable people to effectively deal with situations that (directly or indirectly) are important for survival and reproduction (reproductive success). The theory distinguishes itself from other theories of leadership by stating that:
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| - Evolutionary leadership theory analyses leadership from an evolutionary perspective. Evolutionary psychology assumes that our thinking, feeling and doing are the product of innate psychological mechanisms. These mechanisms have evolved because they enable people to effectively deal with situations that (directly or indirectly) are important for survival and reproduction (reproductive success). The theory distinguishes itself from other theories of leadership by stating that: (en)
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| - Evolutionary leadership theory analyses leadership from an evolutionary perspective. Evolutionary psychology assumes that our thinking, feeling and doing are the product of innate psychological mechanisms. These mechanisms have evolved because they enable people to effectively deal with situations that (directly or indirectly) are important for survival and reproduction (reproductive success). Evolutionary theory suggests that both leadership and followership were important for the reproductive success of our ancestors. Evolutionary leadership theory was introduced by Professor Mark van Vugt, Professor of social and organizational psychology (VU University Amsterdam and University of Oxford) in the book Selected: Why Some People lead, Why Others Follow and Why it Matters (Van Vugt & Ahuja, 2010). In the earlier German books "Evolutionäre Führung" (2006) and "Natürlich führen" (2013) by Dipl.-Psych. Michael Alznauer (Germany) the theme of leadership is also approached from an evolutionary viewpoint but with a slightly different focus. The theory distinguishes itself from other theories of leadership by stating that:
* leading and following are adaptive behavioural strategies that have evolved to solve social coordination problems in ancestral groups (e.g. moving to new areas, big game hunting or conflicts with other groups).
* the relationship between leaders and followers is fundamentally ambivalent. The leader can abuse his position of power for his own benefit at the expense of others (see also the section leadership and dominance).
* modern organizational structures are sometimes inconsistent with innate psychological mechanisms of leading and following. This inconsistency is one possible explanation for the problems in the relationship between managers and subordinates in modern organizations. (en)
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