social relationship

1. “SOCIAL
RELATIONSHIP IN
MIDDLE AND LATE
ADOLESCENCE”

2. What is Social Relationship?
 In this chapter, we will expand the relationship of adolescents
to a wider group of people, such as schoolmates, school
authorities, neighbors, community acquaintances, fellow
members to social organizations, strangers they often meet
casually in social gatherings, and even the small groupings of
friends in school usually referred to as cliques.
 Social relationship tend to be less intimate, and with lesser
self-disclosure involved, but may still be exclusive, and may
demand certain levels of loyalty as in fraternities or religious
organizations, and to na lesser extent, loosely knitted social
clubs like practitioners to certain specialized professions.

3.  Middle and late adolescents usually find themselves in the
company of their peers, usually from the school or the
neighborhood. As they gravitate more toward these groups,
the attachment to family as thieir primary source of personal
source of personal development now shifts toward these peer
groups.
 Being able to create friendships and new attachments is
critical in the development of adolescents as they transition to
young adulthood. From highschool to college, adolescents
mature faster socially, and new lessons are learned
especially on how their social interactions affirm their self-
identity, increase their self-esteem and develop their capacity
to nurture relationship.

4. Goleman’s Social Intelligence
Theory
 Emotional Intelligence author Daniel Goleman explained in
his book, Social intelligence: The New Science of Human
Relationships (2006), how our brains are wired to connect
with other people, and how part of the brain located just
above the ayes called orbitofrontal cortex (OFC) is connected
directly to the three major regions of the brain: the cortex, the
amygdala, and the brain stem.

5. The Relationship Between Social
Intelligence and Emotional Intelligence

6. “Varieties or Types of Social
Influence”
Herbert Kelman, a Harvard psychologist, suggested that there
are three varieties of social influence, namely:
1. Compliance – is when a person seems to agree, and
follows what is requested or required to him or her to do
believe in, but does not necessarily have to really believe or
agree to it.
2. Identification – is when a person is influenced by someone
he or she likes or looks up to, like a movie star, a social
celebruty, or a superhero.
3. Internalization - is when a person is able to own a certain
belief or act, and is willing to make it known publicly and
privately.

7. Social scientists and psychologists identified
other types of social influence as:
 Conformity – is a type of social influence that involves a change in
behavior, belief, or thinking to be like others.
 Conversion – occurs when an individual whole heartedly changes
his or her original thinking and beliefs, actions, and attitudes to align
with those of the other members of a group.
 Minority influence – happens when a bigger number of people are
influenced by a much smaller number of people and when the
minority’s way of looking at and doing things are accepted.
 Reaction – is when there is a willing rejection of a social influence
being exerted on an individual or group.
 Obedience – is another form of social influence where in a person
son follows what someone tell him or her to do, although it may not
necessarily reflect the person’s set of beliefs or values.
 Persuasion – is used by one person or group to influence another
to change their beliefs, actions, or attitudes by appealing to reason
or emotion.

8. Leadership and Followership
Theories
 Influence plays a major role in leadership. Chester Barnard
(1938) defined leadership as the ability of a person in position
of authority to influence others to behave such a manner that
goals are achieved.

9. Theories of leadership:
 Trait Theory – this theory defines leadership based on
certain personality traits which are generally suited for all
leaders, such as decisiveness, persistence, high level of self
confidence and assertiveness, among others.
 Behavioral Theory – this theory presupposes that leadership
is a learned behavior, and that leaders are defined according
to certain types of behavior they exhibit.
 Participative Theory – the opposite of an autocratic leader,
the participative leader involves other people to make
common decisions.
 Situational Theory – this theory assumes that there is no
one style of leadership and that leadership behavior is based
on the factors present in a situation, and usually takes into
consideration how followers behave.

10.  Transactional Theory – this theory states that leadership
involves a transaction or negotiation of resources or position
and usually employs reward and punishment.
 Transformational Theory – this theory involves a vision,
which a leader uses to rally support from followers, and the
role of the leader is in motivating others to support the vision
and make it happen.

11. Authentic Leadership
 Other leadership theories currently being explored and
researched on are combinations of the different theories
mentioned earlier. In the book Why Should Anyone Be Led by
You?: What It Takes to Be an Authentic Leader by Rob
Goffee and Gareth Jones (2006), the authors lined up three
basic axioms of leadership, and these are:
1. Leadership is situational. This means that a leader’s
behavior and what is required of him will always be
influenced by the situation.
2. Leadership is non-hierarchical. The exercise of leadership is
not based on one’s position in an organizational chart alone,
but also dependent on other factors such as characterictics,
skills, and even connections.
3. Leadership is relational. Leaders and followers establish a
relationship where their interests are mutually met. The role
of a leader in this relationship can vary from being a
visionary to a cheerleader.

12. An authentic leader, according to Goffee and
Jones (2006) has the following critical elements
present:
 They walk their talk. They are consistent in what
they say and what they do, practicing what they are
preaching.
 They adjust to situations and display adaptability
and flexibility but consistent with their values and
real selves even when they take on different roles
during different situations.
 They have a high level of comfort being
themselves, even if they come from backgrounds
that are different from the people or situations they
deal with.

13. Heroic Leadership
1. Self-awareness – we have emphasized the importance of
self awareness, knowing and understanding fully our
strengths and challenges, our way of looking at things, and
even our emotions and the set of values that we live by. This
type of leadership considers self-awareness as very
important to being leader.
2. Ingenuity – a leader of this type is not struck in his comfort
zone because the world is constantly changing.
3. Love – a healthy self concept generates a healthy and
positive attitudes when dealing with other people.
4. Heroism – this type of leadership is about motivating and
inspiring other people to reach for higher goals, for bigger
and greater things.

14. Four elements followers want
from a leader:
 Authenticity – the leader is not afraid to show his or her
weakness, reveals his human side without fear, and uses
these together with his strengths to lead others;
 Significance – a leader provides the reason or meaning for
followers to believe in;
 Excitement – a leader provides motivation and inspiration to
his or her followers and excites them to pursue their vision;
and
 Community - a leader builds a community to followers with
whom they can associate and forge relationships.