SOCIAL

RELATIONSHIP
IN MIDDLE
AND LATE
ADOLESCENC
Objectives:
At the end of this chapter, the student should be able to:
1. Distinguish the various roles of different individuals in society and how
they can influence people through their leadership or followership;
2. Compare one's perception of himself or herself, and how others see him or
her.
WHAT IS SOCIAL
RELATIONSHIP?
Social relationships among adolescents are unique to each individual,
involving privacy, intimacy, loyalty, disclosure, and trust. They can be
exclusive and emotionally intense, such as romantic relationships. Social
relationships are less intimate but may still be exclusive and require loyalty.
Middle and late adolescents often find themselves in the company of peers,
shifting their attachment to family. Social interactions are critical in
adolescents' development as they transition to young adulthood. From high
school to college, adolescents mature faster socially, learning how to affirm
self-identity, increase self-esteem, and nurture relationships.
 Goleman's Social Intelligence Theory
Daniel Goleman's Social Intelligence Theory explains how our
brains connect with others, with the orbitofrontal cortex (OFC)
directly connected to the cortex, amygdala, and brain stem. This
connection plays a crucial role in our emotional experiences,
stress management, and attraction to others. The OFC calculates
our feelings and thoughts about a person, determining our actions
and behavior. After this assessment, our actions are deliberate and
conscious choices, making us always responsible for our thoughts
and actions.
Social Influence
Social influence is a concept defined by social
psychologists John R. P. French and Bertram
Raven in 1959. It involves behavior, actions,
attitudes, concepts, ideas, communications,
wealth, and other resources that change beliefs,
attitudes, and behavior due to another person's
actions. Social influence is usually conducted
through the use of power, authoritatively,
coercively, suggestively, or by giving rewards. It
occurs through interaction with experts or those
with similar persuasions.
Varieties or Types of
Social Influence
Herbert Kelman, a Harvard
psychologist, suggested that there
are three varieties of social
influence, namely:
a. Compliance is when a person seems to agree and follows what is request
ed ar required of him or her to do or believe in, but does not necessarily have
to really believe or agree to it.
b. Identification is when a person is influenced by someone he or she likes or
looks up to, like a movie star, a social celebrity, or a superhero.
c. Internalization is when a person is able to own a certain belief or act, and
is willing to make it known publicly and privately.
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 to obtain their friendship and accep tance.
Conversion occurs when an individual wholeheartedly changes his or her
original thinking and beliefs, actions, and attitudes to align with and accept
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 to accept the minority's way of looking
at and doing things.
Reactance is a reverse reaction to some social influence that is being imposed
by a person or a group on another to accept a certain belief, behavior, or
attitude.
Obedience is another form of social influence that involves someone in a
position of authority.
Persuasion is used by one person or group to influence others to change their
beliefs, actions, or attitudes by appealing to reason or emotion.
Leadership and Followership theories

Leadership and followership theories have evolved over time, with leaders
often characterized by strength, wisdom, or power. Influence and power are
key aspects of leadership, with Chester Barnard defining it as the ability to
influence others to achieve goals. Power can be obtained through position,
rewards, expertise, respect, or coercion.
There are several existing theories of leadership:

1. Trait Theory states that there are certain personality traits inherent in and
suited for all leaders such as decisiveness, persistence, high level of self-
confidence and assertiveness, among others.
2. Behavioral Theory presupposes that leadership is a learned behavior, and
that leaders are defined according to certain types of behavior they exhibit.
3. Participative Theory is the opposite of an autocratic leader; a participative
leader involves other people in making common decisions.
4. Situational 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.
5. Theory states that leadership involves a transaction or negotiation of
resources or positions, and usually employs reward and punishment.
6. Transformational Theory involves a vision in 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.
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 is 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 characteristics, skills, and even connections.
3. Leadership is relational. Leaders have followers, and both establish a
relationship where their interests are mutually met.
An authentic leader, according to Goffee and Jones (2006), has the
following critical elements present
1. They walk their talk. They are consistent in what they say and what they do,
practicing what they are preaching
2.They adjust to situations and display adaptability and flexibility but are
consistent with their values and real selves even when they take on different roles
during different situations.
3. 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
 Leader-Member Exchange (LMX) Theory

The Leader-Member Exchange (LMX) Theory is a leadership theory that

emphasizes the importance of a leader's relationship with their followers. It
suggests that a leader's effectiveness is measured by the quality of their
relationship with their followers, which can evolve in different work
situations. The theory also emphasizes the need for meaningful and fair
resource exchange between the leader and their followers.
 Heroic Leadership

Chris Lowney's book, Heroic Leadership: Best Practices from 450-Year-Old

Company That Changed the World, highlights the leadership style of the
Society of Jesus, where everyone is considered a leader and has the
opportunity to lead in all aspects of their lives.
This type of leadership follows four principles that are integrated with
one another and synergistically interacting to reinforce each principle:

1. Self-awareness -is crucial for effective leadership, as it allows leaders to understand their
strengths, challenges, emotions, and values, making it a vital aspect of effective leadership.

2. Ingenuity- This leadership style emphasizes flexibility, openness to new ideas, and
detachment from sources of pride and pleasure, ensuring a leader remains adaptable to the
constantly changing world.
3. Love -A healthy self-concept fosters a positive attitude towards others, as love and respect
are essential for sharing. Effective leaders respect their followers, treating them as partners
in achieving desired results. Genuine caring is reciprocated, leading to better performance.

4. Heroism -is a leadership style that encourages and motivates others to achieve higher
goals and achieve greater things.
According to Goffee and Jones, there are four elements followers want
from a leader.

1. 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;
2. Significance-a leader provides the reason or meaning for followers to believe in;
3. Excitement -a leader provides motivation and inspira- tion to his or her followers and
excites them to pursue their vision; and
4. Community-a leader builds a community of followers with whom they can associate and
forge relationships.
Goffee and Jones argue that leadership is not for everyone, but rather for those who are
ready to take on the responsibilities of being one. They believe that leadership is measured
not only by its results but also by how it provides meaning to the leadership cause. Simon
Sinek (2009) suggests that leaders inspire people and give them something to believe in, as
seen in Moses, Martin Luther King, Jose Rizal, and Andres Bonifacio.
Sinek suggests that the "why" type of leader is visionary, the "how" type is realist, and the
"what" type is the builder.
THANK
YOU
VERY
MUCH