The Art of Followership puts dynamic leader-follower
interaction at the forefront of discussion. It examines the
multiple roles followers play and their often complex relationship
to leaders. With contributions from leading scholars and
practitioners from the burgeoning field of leadership/followership
studies, this groundbreaking book outlines how followers contribute
to effective leadership and to organizations overall.
Drawing from various disciplines?from philosophy, to psychology
and management, to education?the book defines followership and its
myriad meanings. The Art of Followership explores the
practice and research that promote positive followership and
reveals the part that followers play in setting the standards and
formulating the culture and policies of the group.
The contributors include new models of followership and explore
fresh perspectives on the contributions that followers make to
groups, organizations, societies, and leaders. The book also
explores the most current research on followership and includes
insights and perspectives on the future of leader-follower
relationships.
Cuprins
Foreword xi
James Mac Gregor Burns
Acknowledgments xiii
About the Contributors xv
Introduction xxiii
Warren Bennis
PART ONE Defining and Redefining Followership
ONE Rethinking Followership 5
Robert E. Kelley
TWO Leadership: A Partnership in Reciprocal Following 17
James Maroosis
THREE Three Perspectives on Followership 25
Jon P. Howell and María J. Méndez
FOUR A New Leadership-Followership Paradigm 41
Ernest L. Stech
FIVE Followership: An Outmoded Concept 53
Joseph Rost
PART TWO Effective Followership
SIX Creating New Ways of Following 67
Ira Chaleff
SEVEN Rethinking Leadership and Followership: A Student’s Perspective 89
Krista Kleiner
EIGHT The Hero’s Journey to Effective Followership and Leadership: A Practitioner’s Focus 95
Gail S. Williams
NINE Courageous Followers, Servant-Leaders, and Organizational Transformations 109
Linda Hopper
TEN Followership in a Professional Services Firm 127
Brent Uken
ELEVEN Developing Great Leaders, One Follower at a Time 137
Rodger Adair
TWELVE Getting Together 155
Gene Dixon
PART THREE The Pitfalls and Challenges of Followership
THIRTEEN Following Toxic Leaders: In Search of Posthumous Praise 181
Jean Lipman-Blumen
FOURTEEN What Can Milgram’s Obedience Experiments Contribute to Our Understanding of Followership? 195
Thomas Blass
FIFTEEN What Kind of Leader Do People Want to Follow? 209
Michael Maccoby
SIXTEEN Bystanders to Children’s Bullying: The Importance of Leadership by ‘Innocent Bystanders’ 219
Lorna S. Blumen
SEVENTEEN Whistleblowing as Responsible Followership 237
C. Fred Alford
PART FOUR Followers and Leaders: Research, Practice, and the Future
EIGHTEEN Followers’ Cognitive and Affective Structures and Leadership Processes 255
Robert G. Lord
NINETEEN Social Identity Processes and the Empowerment of Followers 267
Michael A. Hogg
TWENTY Lead, Follow, and Get out of the Way: Involving Employees in the Visioning Process 277
Melissa K. Carsten and Michelle C. Bligh
TWENTY-ONE Effective Followership for Creativity and Innovation: A Range of Colors and Dimensions 291
Kimberly S. Jaussi, Andy Stefanovich, and Patricia G. Devlin
TWENTY-TWO Conformist, Resistant, and Disguised Selves: A Post-Structuralist Approach to Identity and Workplace Followership 309
David Collinson
TWENTY-THREE The Rise of Authentic Followership 325
Bruce J. Avolio and Rebecca J. Reichard
Notes 338
Index 377
Despre autor
The Editors
RONALD E. RIGGIO is director of the Henry R. Kravis Leadership Institute at Claremont Mc Kenna College. He is coeditor of The Practice of Leadership and Improving Leadership in Nonprofit Organizations, both from Jossey-Bass, and coauthor of Transformational Leadership, from Erlbaum.
IRA CHALEFF is president of Executive Coaching & Consulting Associates, adjunct faculty at Georgetown University, and the author of The Courageous Follower: Standing Up to and for Our Leaders, from Berrett-Koehler.
JEAN LIPMAN-BLUMEN is Thorton F. Bradshaw Professor of Public Policy and professor of organizational behavior at the Peter F. Drucker and Masatoshi Ito Graduate School of Management, Claremont Graduate University, and author, The Allure of Toxic Leadership and Connective Leadership.
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