The Art of Followership How Great Followers

The book draws upon various disciplines, from philosophy, to psychology and management, to education, to define and redefine followership and its variety of meanings. It looks at the practice and research that promotes positive followership and examines when and how followers fail to rise to the challenge of active constituency. It draws on multiple disciplines and explores the complex factors that push followers to acquiesce blindly to both good and bad leaders, as well as the intricacies of faulty leader-follower dynamics. Includes the latest research on followership and offers current and future perspectives on followers and the leader-follower relationship.

Ronald E. Riggio is director of the Henry R. Kravis Leadership Institute at Claremont McKenna 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.

Foreword	p. xi
Acknowledgments	p. xiii
About the Contributors	p. xv
Introduction	p. xxiii
Defining and Redefining Followership
Rethinking Followership	p. 5
Leadership: A Partnership in Reciprocal Following	p. 17
Three Perspectives on Followership	p. 25
A New Leadership-Followership Paradigm	p. 41
Followership: An Outmoded Concept	p. 53
Effective Followership
Creating New Ways of Following	p. 67
Rethinking Leadership and Followership: A Student's Perspective	p. 89
The Hero's Journey to Effective Followership and Leadership: A Practitioner's Focus	p. 95
Courageous Followers, Servant-Leaders, and Organizational Transformations	p. 109
Followership in a Professional Services Firm	p. 127
Developing Great Leaders, One Follower at a Time	p. 137
Getting Together	p. 155
The Pitfalls and Challenges of Followership
Following Toxic Leaders: In Search of Posthumous Praise	p. 181
What Can Milgram's Obedience Experiments Contribute to Our Understanding of Followership?	p. 195
What Kind of Leader Do People Want to Follow?	p. 209
Bystanders to Children's Bullying: The Importance of Leadership by "Innocent Bystanders"	p. 219
Whistleblowing as Responsible Followership	p. 237
Followers and Leaders: Research, Practice, and the Future
Followers' Cognitive and Affective Structures and Leadership Processes	p. 255
Social Identity Processes and the Empowerment of Followers	p. 267
Lead, Follow, and Get out of the Way: Involving Employees in the Visioning Process	p. 277
Effective Followership for Creativity and Innovation: A Range of Colors and Dimensions	p. 291
Conformist, Resistant, and Disguised Selves: A Post-Structuralist Approach to Identity and Workplace Followership	p. 309
The Rise of Authentic Followership	p. 325
Notes	p. 338
Index	p. 377
Table of Contents provided by Ingram. All Rights Reserved.

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The Art of Followership How Great Followers Create Great Leaders and Organizations

Summary

Author Biography

Table of Contents

Supplemental Materials