Efnisyfirlit

• The Art of Followership: How Great Followers Create Great Leaders and Organizatons
• Copyright
• Contents
• Foreword
• Acknowledgments
  • The Kravis–De Roulet Leadership Conference
  • The Kravis Leadership Institute
  • The Institute for Advanced Studies in Leadership
• About the Contributors
• Introduction
• Part 1: Defining and Redefining Followership
  • Chapter 1: Rethinking Followership
    • Followership Styles
    • Rethinking Followership
      • World Events
      • Culture
      • Leader(ship)
      • Follower Qualities
      • Role of the Follower
      • Language of Followership
      • Courageous Conscience
    • Conclusion
  • Chapter 2: Leadership: A Partnership in Reciprocal Following
    • The Ethics of Followership: Followership is More Than an Art
  • Chapter 3: Three Perspectives on Followership
    • Followership as an Interactive Role
      • Antecedents of an Interactive Role Orientation
    • Followership as an Independent Role
      • Antecedents of an Independent Role Orientation
    • Followership as a Shifting Role
      • Antecedents of a Shifting Role Orientation
    • Conclusion and Issues for Further Research
  • Chapter 4: A New Leadership-Followership Paradigm
    • The Leader-Follower Paradigm
      • Concepts
      • Assumptions
      • Values
      • Techniques
      • Limitations
    • The Leadership-Followership Organizational Position Paradigm
      • Concepts
      • Assumptions
      • Values
      • Techniques
      • Limitations
    • The Leadership-Followership State Paradigm
      • Concepts
      • Assumptions
      • Values
      • Techniques
      • Limitations
  • Chapter 5: Followership: An Outmoded Concept
    • Followership
    • Follower
    • Conclusion
    • Appendix: Definitions of the Verb to Follow
• Part 2: Effective Followership
  • Chapter 6: Creating New Ways of Following
    • The Need to Create a New Awareness
    • The Model
    • Styles of Followership
    • Using Hypotheticals to Enrich Appreciation for Styles of Followership
    • The Limits of Hypothetical Situations
    • Risk and Courage
    • Fear
    • High-Profile Leadership Failures as Cautionary Tales
    • Skill
    • Applications
    • The Courage to Take Moral Action
    • Concluding on a Right Note
  • Chapter 7: Rethinking Leadership and Followership: A Student’s Perspective
  • Chapter 8: The Hero’s Journey to Effective Followership and Leadership: A Practitioner’s Focus
    • Setting the Context
    • Leadership and Followership are Two Sides of the Same Coin
    • Leadership and Followership Development at Nasa Goddard Space Flight Center
    • The Leadership Alchemy Promise
    • Program Attendees and Their Followership Challenge
    • The Future We Desire is What’s at Stake
    • “Paying it Forward”: Leadership Alchemy Success Stories
    • Conclusion
  • Chapter 9: Courageous Followers, Servant-Leaders, and Organizational Transformations
    • The Courageous Follower at Georgetown University
    • What PMC Offers in Common with “Jesuit Education”: How We Promote “Men and Women in Service to
    • Commitment: The Foundation of Responsibility and Service
    • The Barriers to Commitment
    • Courageous Followership and Commitment
    • The Connection of Accountability to Excellence and Quality
    • The Role of the Leader’s Practices
    • The Problem with Ernie
    • Conclusion
  • Chapter 10: Followership in a Professional Services Firm
    • Introducing Courageous Followership in My Firm
    • Benefits of Fostering a Culture of Courageous Followership
      • Increasing Employee Engagement and Effectiveness
      • Reducing the Elements of Risk Faced by the Organization
      • Providing an Antidote to Flawed or Toxic Leadership
    • Barriers to Building a Culture of Courageous Followership
    • Causes for Optimism and Persistence
    • Questions to Consider in Devising an Initiative
    • Strategy and Implementation
    • Conclusion
  • Chapter 11: Developing Great Leaders, One Follower at a Time
    • Enigmatic Majority
    • Organizational Puzzle
    • 4-D Followership Model
      • Quadrant I: Disciple (Focus: Serving Others’ Needs)
      • Quadrant II: Doer (Focus: Serving Own Needs)
      • Quadrant III: Disengaged (Focus: Passive Reactions to Stress)
      • Quadrant IV: Disgruntled (Focus: Active Reactions to Stress)
    • Practical Application
      • John Bean’s Typical and Current Behavior
      • Applying the 4- D Followership Approach to John Bean
      • Mark Mook’s Typical and Current Behavior
      • Applying the 4- D Followership Approach to Mark Mook
    • Summary and Conclusion
  • Chapter 12: Getting Together
    • Leaders and Followers: How We Got Here
    • How Do You Like Me Now?
    • Inalienable Truths
    • Paradoxes
    • So Many Paradoxes, Just One Paradigm
      • Assume Responsibility
      • Serve
      • Challenge
      • Participate in Transformation
      • Take Moral Action
    • The Bigger Picture: Risks in Leader-Follower Relations
    • No Free Lunch
    • Let’s Go Backward . . . And Forward
    • Where Did That Come From?
    • The Leader-Follower Organization
    • Epilogue
• Part 3: The Pitfalls and Challenges of Followership
  • Chapter 13: Following Toxic Leaders: In Search of Posthumous Praise
    • A Brief Definition of Toxic Leaders
    • Why We Follow Them
    • How We Fall Victim to Toxic Leaders: The Short Version
    • Two Aspects of the Human Condition: Existential Anxiety and Situational Fear
    • A Third Aspect of the Human Condition: Openness to Life’s Possibilities
    • Beware Leaders Bearing Gifts and Grand Illusions
    • Leaders Offer Illusions: Our Lifeline in an Uncertain World
    • Twin Illusions: Being the Chosen and Being at the Center of Action
      • Membership in the Center of Action
    • Costs at the Center
    • Exhilaration, Anxiety, and War
    • Two Types of Exhilaration
  • Chapter 14: What Can Milgram’s Obedience Experiments Contribute to Our Understanding of Followersh
    • Conclusion
  • Chapter 15: What Kind of Leader Do People Want to Follow?
    • The Need for Leaders
    • The Changing Social Character
    • Why People Follow Leaders
    • Leaders for the New Context
  • Chapter 16: Bystanders to Children’s Bullying: The Importance of Leadership by “Innocent Bystand
    • Bystanders to Bullying: Old Ideas Hinder Us
    • Children’s Bullying: What is it, and Why is it “Still” a Problem?
    • Bullying: A Definition We Can All Use
    • Three Types of Bullying
    • Bullying System Components: Spotlight on the Bystanders
    • Children’s Bullying is an Adult Problem
    • Adults as Bystanders to Kids’ Bullying
    • Bystanders’ Costs and Dilemmas
    • Bystander Intervention is the Key to Arresting Bullying
    • Changing a Future Requires a New Past
    • Leadership and Followership: Skill Development for Adults and Children
    • Action Steps Adults Can Take to Stop Kids’ Bullying Now
    • Conclusion
  • Chapter 17: Whistleblowing as Responsible Followership
    • Whistleblowers are Not Gentlemen
    • A Gentleman’s Agreement
    • Responsible Followership as Self-Sacrifice
      • Whistleblower as Poison
      • Whistleblower as Cure
      • Containing Individuality
    • Preventing an Epidemic of Ethical Behavior
    • Case Study: Robert Harris and the Department of Defense
    • Sources of Organizational Power
      • The Cunning of Feudal Power
      • Men with Guns
      • Capillaries Carry Blood and Power in Both Directions
    • The Sacred and Dreadful Organization
• Part 4: Followers and Leaders: Research, Practice, and the Future
  • Chapter 18: Followers’ Cognitive and Affective Structures and Leadership Processes
    • Individual-Level Follower Structures
      • Sensemaking
      • Self-Regulation
    • Collective-Level Follower Structures
      • Complexity and the Bottom-Up Emergence of Structure
      • Followership and Structure Emergence
    • Leader-Follower Dynamics
      • Followers’ Constraints on Leaders
      • Leaders’ Influence on Followers
    • Conclusion
  • Chapter 19: Social Identity Processes and the Empowerment of Followers
    • Social Identity Theory
    • Social Identity Theory of Leadership
    • Social Identity and Followership
    • Concluding Comments and a Prescription for Effective Followership
  • Chapter 20: Lead, Follow, and Get out of the Way: Involving Employees in the Visioning Process
    • Leadership, Followership, and Organizational Vision
    • Study 1: A Case of Vision Misalignment
    • Study 2: Promoting Alignment Through Participation
    • Recommendations for Promoting Participation
      • Participation in Vision Creation
      • Participation in Vision Communication
      • Participation in Vision Implementation
    • Conclusion
  • Chapter 21: Effective Followership for Creativity and Innovation: A Range of Colors and Dimensions
    • Starting Points
    • Foundations of Followership
    • Dimensions of Effective Followership for Creativity and Innovation
      • Red or Blue?
      • 1-D or 3-D?
    • Types of Effective Followers for Creativity and Innovation in Organizations
      • Creative Catalyst
      • Creative Supporter
      • Creative Skeptic
      • Creative Static
    • Effective Followership for Creativity and Innovation in Organizations: Concluding Thoughts
  • Chapter 22: Conformist, Resistant, and Disguised Selves: A Post-Structuralist Approach to Identity a
    • Followership and Follower Identity
    • A Post-Structuralist Approach to Followership
    • Conformist Selves
    • Resistant Selves
    • Disguised Selves
    • Romanticizing Followership?
    • Conclusion
  • Chapter 23: The Rise of Authentic Followership
    • Psychological Ownership
      • What Constitutes Psychological Ownership
      • Benefits of Psychological Ownership
    • Trust
      • Building Trust
      • Risk in Vulnerability
      • Benefits of Trust
    • Transparency
      • Benefits of Transparency
      • Transparency and Psychological Safety
    • Conclusion
• Notes
• Index

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