Suchergebnisse

AbstractFollowership is associated with many negative characteristics such as being passive, having a lower status, possessing less intelligence, receiving lower pay, order‐taking, providing less value, or avoiding risk. And yet, leadership, followership, and context combine to form a coherent whole. We need to start by understanding followers in the same depth as our understanding of leaders. This chapter addresses why we should care about followers and followership and how it can be explained to others.

AbstractThis chapter focuses on notions of identity and followership, and presents a process for follower identity development. As areas separately seeing growth in academic popularity over the years, the author is keen to bring them together in the hope of further enabling students to connect with their own followership identities, much in the way that they are supported to become aware of and to develop their leadership identities.

AbstractDrawing on 10 years of followership instruction, this chapter explores the authors' methodology for immersing federal employees and graduate students in discussions about followership and the follower role as a means of enhancing workplace engagement and furthering mission objectives. Our practice has found that when participants explore the tenets of followership from an engagement perspective, perceptions of followers being in subservient obedience to leader authority transition into conceptualizations of a mission‐focused partnership with the leader.

The concept of followership, like leadership, is not new to the extent that it has been around since the beginning of creation. It is so pervasive in human interactions that attempts to study it are often met with ridicule. In the organization literature, followership, a complementary role to leadership, was often ignored until recently when scholars observed that followers have as much a role to play in the leader-follower relationship. Theoretical Perspectives of Strategic Followership focuses on one type of followership - strategic - which is an emergent phenomenon. Similar to leadership, followership has been defined as a role, process, and capacity. Indeed, others consider it as socially constructed. In addition to the definitions, the relatively sparse literature has identified antecedents, outcomes, and moderators of followership. The book combines both the macro (strategic management) and micro (psychological) foundations of strategic followership to encourage research not only among strategic management scholars but also those in the micro fields of organizational behaviour, human resources management, and industrial psychology.

As the study of followership further escalates into the global mainstream of leadership studies, this book proactively engages future leaders and followers in issues that they are likely to face in various everyday human resource development, management, and leadership contexts.

This text shines a spotlight on two missing foci of authentic leadership research: international and follower perspectives. The concept of 'authenticity' has been in vogue since the times of Greek philosophy, but it wasn't until the 1990s that leadership scholars seriously began to study the topic of authentic leadership. This new collection brings together empirical research and theoretical contributions to provide insights into the follower perspectives of authentic leadership around the world. Covering topics such as leader self-awareness, gender, psychological capital, embodied leadership and followership, and unethical conduct, the book features a foreword written by William L. Gardner, one of the original scholars on authentic leadership.

Toxic behavior is on the rise in public safety organizations, businesses, politics, and churches, to name a few. Faced with unprecedented circumstances, there is a need to better understand leader/follower interdependence when destructive leaders are at the helm making harmful decisions. Toxic followership begins with the pioneering spirit of a trusted individual who, through creative manipulation, transforms our mindset whereby we can so easily become an extension of a toxic leader's moral decay. There is a myth that the Jonestown tragedy is a distant episode in history that can only happen in certain environments with people unlike oneself. The survivor's stories are reminders that without understanding the framework of toxic followership, the unsuspecting targets are prey, available for consumption by a leader with liquidated morals. This book is for those who desire to gain insight into the leader/follower dynamic in order to serve others by unmasking the dangers of toxic followership, provide prevention suggestions, and reveal followers' power, even in desperate situations

Followership as a separate concept within leadership studies gained prominence in the 1990s and has evolved over the past few decades into an indispensable component of the discipline. Nevertheless, misunderstandings about followers and their relationship to leaders prevail. Exploring what it takes to be a follower is increasingly important in the current organizational, social, and political landscapes rife with narcissism, a seemingly acceptable leadership characteristic in the twenty-first century. Being a follower to a mercurial leader isn't easy - especially if they are an alien Time Lord who has lived for centuries in various body incarnations. Followers must not be passive, but full partners in the leader/follower relationship to enable them to reach goals and provide the skills and perspectives leaders need for organizational success. Requiring courage, the numerous and varied companions in the TV series Doctor Who provide a compelling and interesting example of followership from which we can learn to become better, more courageous, followers. By leveraging the intersection of popular culture, leadership theory, and followership theory, Courageous Companions offers an accessible new perspective for those who desire to gain a greater understanding of leaders and followers to transform their relationships and organizations. Exploring Effective Leadership Practices through Popular Culture aims to bring examples, theory and methodology of leadership to life by analysing academic concepts through popular culture examples that will appeal to a broad range of readers.

Opponents of the neoliberal privatization of schools must be cautious in formulating their opposition so as not to situate themselves as the defenders of an otherwise indefensible status quo. Though we might expect professors in traditional university-based educational-leadership programs to protect their institutional self-interests and their traditional monopoly on the preparation of school leaders against the challenge presented by Eli Broad's Superintendents Academy, do we know for a fact that the curriculum of Broad's Academy differs significantly from their own programs? It would be hard for us to name very many professors who have defended those programs as bastions of democratic values.