Social Relationship in Middle

and Late Adolescence

  It tend to be less intimate, with
lesser self-disclosure involved, but
may still be exclusive, and may
demand certain levels of loyalty as
What is Social in fraternities or religious
Relationship? organizations, and to a lesser extent,
loosely knitted social clubs like
practitioners of certain specialized
professions.
 Middle and late adolescents usually find
themselves in the company of their
peers, usually from the school or the
neighborhood. From high school 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 relationships.
  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
Goleman’s people, and how part of the human brain
Social located just above the eyes called the
Intelligence orbitofrontal cortex (OFC) is connected directly
Theory to the three(3) major regions of the brain:
 the cortex,
 the amygdala,
 and the brain stem.
 Goleman pointed out that the OFC
provides an immediate connection
between though, emotions, and behavior.
It immediately calculates our feelings
and thought about a person and how that
other person feels and thinks about us,
and what actions we take after this quick
assessment.
 According to Rashotte, the authors:
Defined social influence as things such
as behavior, actions attitude, concepts,
ideas, communications, wealth, and
other resources that bring about changes
in the beliefs, attitudes, and/or behavior
of persons as a result of the action/s of
another person.
  Herbert Kelman, a Harvard psychologist,
suggested that there are three(3) varieties
Varieties or of social influence, namely:
Types of Social 1. Compliance
Influence 2. Identification
3. Internalization
1. Compliance is when a person seems to
agree, and follows what is requested or
required of him or her to do or 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, social
celebrity, 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.
  Social scientists and psychologists
identified other types of social influence
as:
 Conformity
Other Types of  Conversion
Social Influence  Minority influence
 Reactance
 Obedience
 Persuasion
 Conformity / Pagsang-ayon
 A type of social influence that involves a
change in behavior, belief, or thinking to be
like others. It is the most common and
pervasive form of social influence. Social
psychology research in conformity tends to
distinguish between two varieties:
information conformity (“internalization” in
kelaman’s term) and normative conformity
(“compliance” in Kelman’s terms).
 Is very strong particularly among middle and
late adolescents. This is supported by the fact
by the fact that an adolescent in this age group
is most susceptible to a compelling need to
seek approval from others and be accepted by
them in order to become a friend and to belong
to a social group.
 Conversion / Pagbabagong-loob
 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 much smaller number or
people and when the minority’s way of
looking at and doing things are accepted.
 Reactance
 It is when there is a willing rejection of a
social influence being exerted on an
individual or group. This is also known as
anti- or non-conformity. Reactance is a
reverse reaction to some social influence
that is being imposed by a person or a
group on another.
 Obedience
 It is another form of social influence
wherein a person follows what someone
tells him or her to do, although it may not
necessarily reflect the person’s set of beliefs
or values. Similar to compliance, obedience
usually stems from either respect or fear of
the authority figure.
 Persuasion
 It is used by one person or group to
influence another to change their beliefs,
action, or attitudes by appealing to reason
or emotion.
  LEADERSHIP / PAMUMUNO
 The action of leading a group of people or
Leadership and an organization. Chester Barnard (1983)
Followership defined leadership as the ability of a person
Theories in person in position of authority to
influence others to behave in such a manner
that goals are achieve
 LEADER / PINUNO
 Often typecast as someone who is the head
of a group of people by virtue of having
great strength and wisdom, or may have
inherited a position of power even if
strength and wisdom were not part of his
person’s virtues.
 Influence plays a major role in
leadership.
 Power is also annexed to leadership as
espoused by French and Raven (1960)
who said that a leader may obtain power
through various means and sources, such
as position, giving rewards, expertise,
respect, or coercion.
 THERE ARE SEVERAL EXISTING
THEORIES OF LEADERSHIP
1. Trait Theory
2. Behavioral Theory
3. Participative Theory
4. Situational Theory
5. Transactional Theory
6. Transformational Theory
1. Trait Theory
 This theory defines leadership based on
certain personality traits which are
generally suited for all leaders, such as
decisiveness(“Katiyakan”),
persistence(“Pagtitiyaga”), high level of
selfconfidence(“Kumpiyansa sa sarili”) and
assertiveness(“Pagpipilit”), among others.
2. Behavioral Theory
 This theory presupposes that leadership is a
learned behavior, and that leaders are
defined according to certain types of
behavior they exhibit.
3. Participative Theory
 The opposite of an autocratic leader
(“Diktador na leader”), the
participative leader involves other
people to make common decisions.
4. 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.
5. Transactional Theory
 This theory states that leadership involves a
transaction or negotiation of resources or
position, usually employs reward and
punishment.
6. 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.
  Rob Goffee and Gareth Jones (2006)
Three Basic 1. Leadership is situational
Axioms of 2. Leadership is not-hierarchical
Leadership 3. Leadership is relational
1. Leadership is situational
 This means that leader’s behavior and what
is required of him will always be influenced
by the situation. It means that a leader is
able to assess a situation quickly, adjust to
it, and provide the appropriate and
necessary action to address it for the benefit
of his followers.
2. Leadership is not-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 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 cheerleader.
 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.
  Another example of a popular description of
leadership was expounded in a book titled
Heroic Leadership: Best Practices from a 450-
Year Old Company That Changed the World by
Chris Lowney, (2003). This type of leadership
Heroic follows four(4) principles that are integrated

Leadership with one another and synergistically interacting

to reinforce each principle:
1. Self-awareness
2. Ingenuity
3. Love
4. Heroism