Week 3: Social Identity Theory

Although this week I have spent a lot of time working behind the computer and fielding calls, since Solari has such a small office it has really allowed me to notice the different leadership dynamics that play out throughout the company. I have also had the opportunity to chat a lot about the structure of the company with a multitude of employees. I learned the most about Solari’s leadership structure from Marianne Dennis, the lovely HR manager who sits right next to me during my work days and has encouraged me to ask as many questions as I need.

Marianne explained how the company originated 20 years ago in 1998 between 3 majority partners (Christine, Janine, and Michael) who are considered “the bosses” of the company (although everyone uses this term lightly since all of the bosses are incredibly friendly). Marianne also explained that Deborah Byrne (my supervisor) later joined those three majority partners as a minority partner. Essentially, the three majority partners have a 30% share of the company while Mrs. Byrne has a 10% share. Marianne explained to me that Christine, Janine, and Michael are much more “art” oriented and handle customers’ requests/the actual designing aspect of the company. Mrs. Byrne is more business oriented and is thus left to deal with the expenses of the company and hire individuals to aid in the business aspect of the company.

In regards to the social identity theory, there is this notion that leaders and followers are partners working together towards a common goal while accepting that they belong to a particular social group. All members of this group must also share a social identity within that particular group. The leaders that emerge within these social groups are those that are deemed the most “prototypical” of the group in a given context. This is seen at Solari in the fact that everyone in the office is constantly joking that Mrs. Byrne is their favorite boss because she sends out the paychecks. They also joke that Christine and Janine are the more fun and creative bosses, however they are not associated with any of the technical “business” side of running the company other than designing products and meeting with clientele. Therefore, it is seen that all of these individuals are seen as leaders in their own respective area of work with Mrs. Byrne being referred to as “the business lady” and both Christine and Janine as “the designers.”

This theory also argues that leadership is a transformational process, in which it involves changes in the self-understanding of people along with the nature of the social world. This is seen in the interaction amongst all of the employees at Solari in their work. Not only do they collaborate with one another to create amazing finished products, they also work hard to collaborate with their customers throughout the duration of their projects to ensure their satisfaction. In doing so, each member of the Solari team embraces their own unique role on the project. This ultimately creates this system where team members embrace particular roles in certain contexts, while remaining flexible in order to adapt their roles in other projects. There is a reason why Solari’s customers say that they are mind readers, and it is because their entire team is very adept remaining flexible in different contexts.