War throughout history is full of psychology. From the motivations behind the war to the tactics used on both the enemies and the soldiers, war is prime example of how psychology can be applied. Social structure is based around the society adhering to an unwritten social contract which contributed to the growing distance between social classes. This distance between the ruling class and the public increases the likelihood of a revolution. The mentality of a crowd changes when engaged in a revolution, assemblies become more unified, and the role of a leader changes. There are several psychological strategies that a leader can use to motivate their soldiers or provide a crowd with a logical rationale for their cause.

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Social Contract

            The unwritten social contract was developed during pre-historic times. The social contract means that “each individual would surrender some of his personal freedom so that there could be a harmonious social relationship” (Jones, 2011). A group leader is decided upon and is put in charge of the distribution of goods and services but also in charge of protecting the group members. The leader also must discipline unacceptable behavior. Typically, corporal punishment was the method used to deal with unacceptable behavior. The offending individual was excluded from the group.

            The social contract was amended with the introduction of religion into society. The contract now stated that group members who obey God will receive divine protection in this life and the next (Jones, 2011). While the religion focuses on compassion, it was used by individuals with a need for domination. Religion also lengthened the gap between social classes. The rich were considered highly religious people or held high status positions within their church. During the dark ages of Europe, group members suffered natural and man made oppression. The rich people were demanding of the poor and the poor people were suffering. The oppression of the poor was so great that the people felt that rebellion was their only option (Jones, 2011). This early need for rebellion was the beginning of what would become the modus operandi for human societies. Once individuals began to realize that they could possess power, they no longer needed to be compliant to the ruling class.

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Crowd Mentality

            An individual will act differently when they are in a crowd than they will act as an isolated individual. Crowds form around common passions and sentiments but those passions and sentiments are always exaggerated. The least amount of excitement will send a crowd into a rage of fury. Crowds have increased credulity, exaggerated sensibility, are typically short-sighted, and are unaffected by reason (Le Bon, 1913). A crowd can only be persuaded through affirmation, contagion, repetition, and prestige (Le Bon, 1913). Affirmation that they are correct or in the right. Contagion is usually the spread of ideas from group to group but can happen instantaneously. The Boston Massacre was an event that spread an idea instantaneously. Before the massacre, there was a general discontent with the British troops. But after the massacre, hate for the British spread like wildfire across the colonies. Repetition of the same offense against the public, and prestige meaning the growing separation within the class structure. Crowds are intellectually inferior to individuals but superior in morality. Personal characteristics disappear in a crowd only to be replaced by the characteristics and the beliefs of the crowd.

            An assembly is what a crowd becomes when they focus on a single event or issue. Individual members of a crowd have hesitating opinions about the passions that drew the crowd together. Being a part of the crowd confirms those opinions and the crowd becomes an assembly when they act on those opinions. Assemblies have extreme sentiments and are excessively violent and cowardly. Assemblies are timid. They lack the courage and determination to act on their own, which is where the leader’s role becomes amplified.

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Leadership Strategies

            During a revolution, a leader is necessary to control the crowds and assemblies who are pushing for revolution. Crowds are incapable of unity and action on their own (Le Bon, 1913). They need a master to lead them. A revolutionary leader gives the group a single will and demands absolute obedience. They act through suggestion, appearing reasonable to a crowd incapable of reason. George Washington demanded obedience from his soldiers and was an effective disciplinarian who kept his troops in line. He demanded and receive respect from his troops. Their respect for him allowed them to follow his orders and give them the courage that they needed to act towards their cause.

            Leaders are also responsible for motivating their troops not only to keep fighting but to progress in battle. George Washington brought in a Prussian military officer, Friedrich Wilhelm, to help train and motivate the Continental Army. Wilhelm increased the self-efficacy of the army so that they would make progress in the battles that they would face. George Washington was not a very successful military strategist, but most accounts say that Washington was great at motivating his troops. He unified his troops to fight for the cause that they all believed in.

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