Political Psychology, Leadership, and the Leader in Political Decision-Making

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ID: 333162
2026
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Abstract
Abstract This chapter traces Margaret Hermann’s journey into political psychology, sparked by her graduate work simulating the 1914 outbreak of World War I, which reveals how individual leaders can shape political decisions. She develops a personality assessment-at-a-distance technique, analyzing speeches and interviews to infer traits without direct testing. Hermann studies seven key characteristics—including conceptual complexity and need for power—that define leadership styles and influence political decision-making. She advances a contingency theory of leadership, emphasizing the interplay between a leader’s traits, constituents’ expectations, and contextual demands. Finally, the chapter highlights the importance of bridging disciplinary and analytic gaps by focusing on the dynamic relationship between leaders and followers, recognizing leadership as a pivotal force in shaping governance outcomes.
Reference Key
openalex_W7223113199 Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors Margaret G. Hermann
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Journal Oxford University Press eBooks
Year 2026
DOI
10.1093/oso/9780197771051.003.0002
URL
https://doi.org/10.1093/oso/9780197771051.003.0002
Keywords Keywords not found

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