Walls between groups: Self‐uncertainty, social identity, and intergroup leadership

Abstract

AbstractLowering barriers between polarized groups and the identity silos they inhabit can be challenging in times of crisis and uncertainty. This article overviewsuncertainty‐identity theory’s analysis of the motivational role played by self‐uncertainty in group identification and group/intergroup behavior, and focuses on how self‐uncertainty can motivate zealous identification with “extremist” groups and identities. People need a clear sense of who they are to understand the world and their place within it, and to plan action and anticipate others’ behavior. They strive to reduce self‐uncertainty, and can achieve this by identifying with distinctive groups that have unambiguously defined social identities. Tumultuous social change can create identity threat, self‐uncertainty, and alienation from and marginalization in society. To reduce self‐uncertainty people zealously identify with ethnocentric, populist and xenophobic groups that are intolerant of dissent and have autocratic leaders—effectively building identity silos and walls between hyper‐polarized groups. Under these circumstances breaking down walls to reconcile polarized and hostile groups and identities is a challenge. I close by outliningintergroup leadership theory, and its implications for building harmony between polarized identities—a particular form of leadership and identity messaging plays a key role.