Naturally Selected Quotes

“despite social networking sites such as Facebook, the real-life social circle of the average person still numbers 150 or thereabouts (this includes spouses, children, relatives and friends).”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success

“You’ll also note a chronology to the theories, with later ones tending to supersede earlier ones. It is not, however, an exact timeline; bits and pieces of various theories still hold sway among current thinkers and some older ideas, such as trait theory, have resurfaced with renewed vigour in the light of modern science (genetic studies show that some traits associated with leaders, such as intelligence and extroversion, are highly heritable). One consequence of the chronological approach is that earlier leadership studies tend to focus on political and military figures, whereas the rise of corporate culture in the twentieth century shifts the focus of later theories to leadership in the workplace (which can be termed organisational, management or business psychology). In the corporate sphere, ‘leaders’ and ‘followers’ become ‘managers’ and ‘employees’ or ‘subordinates’.”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success

“the Great Man theory (that leaders are born not made, the concept closest to our idea of some people, such as Rick Rescorla, having the ‘right stuff’); trait theory (a derivative of Great Man theory, which posits that leaders are distinguished by the traits or attributes they display, such as integrity and trustworthiness); psychoanalytic theory (Freud’s idea that all social groups are representations of the family); charismatic leadership (in which a figure attracts followers purely on the basis of personality); behavioural theory (that effective leadership results from certain behaviours); situational theory (that the way leadership is executed depends on the situation); contingency theory (an expansion of situational theory, which, in addition to situation, takes account of variables such as the kind of task for which leadership is required and how much power the leader has); transactional versus transformational leadership theory (which contrasts a fairly conventional style of leadership with a more visionary, inspirational style); distributed leadership theory (which eschews a strict hierarchy for a more fluid model, in which leadership roles are shared naturally rather than being formally assigned); and servant leadership theory, in which leadership is carried out purely for the benefit of the group, often at cost to the leader himself.”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success

“In effect, evolution has fixed the capacity for followership – and the recognition of leadership potential – into our grey matter. It takes minimal effort to coax these facilities to the fore: we have found that, if you throw a group of people together to perform a task, it can take as little as 25 seconds for the group to nominate a leader and fall into line behind him. The chosen one will usually have some special expertise that will help the group, making him an appropriate focal point for followership (or he’ll be the loudest, and we’ll see later why good talkers are able to command leadership positions).”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success

“The phenomenon seems too diverse, with too many variables (personality, family background, culture, education) to come together in one coherent picture of what makes an effective leader. There are so many flavours of figureheads: autocrats, tyrants, warlords, democrats and kings (and, rarely, queens). There are benevolent leaders and greedy leaders, reluctant leaders who have greatness thrust upon them and others who feel compelled to thrust their own, self-perceived greatness on others. We have charming leaders and Machiavellian leaders (often, the former turn out to be the latter, and it can be most disconcerting when the truth oozes out).”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success

“Leadership has mostly been studied in the context of armies (military leadership), nations (political leadership) and business (corporate leadership), with good reason. Fine leadership – by which we mean competent and moral, since one can be an effective, but morally bankrupt, leader – in these realms can win wars, defeat evil and create lasting prosperity, stability and happiness. Since these are desirable outcomes, it is natural to strive to understand and emulate effective leadership.”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success

“The ‘why’ of leadership is very rarely addressed: despite the trillions of words on the different forms leadership can take, and whether people are born to lead or can be schooled for greatness, few have paused to ask why we bother with leaders at all. Why is it that almost every social grouping – from countries to companies, councils to cults – has a figurehead out in front?”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success