“SOCIAL

RELATIONSHIP
IN MIDDLE AND
LATE
ADOLESCENCE”
 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.
 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.
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.
 The Relationship Between Social
Intelligence and Emotional Intelligence
 “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.
 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.
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.
 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.
 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.
 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.
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.
 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.
 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.