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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.

Followers dominate all organizations, but a preoccupation with leaders hinders the consideration of the importance of followers and the relationship between followers and leaders. The topic of this book is how to become a better leader by becoming a better follower. The book includes chapters on the topics of: leadership theory, followership theory, preparation for the job, understanding what is required for the job, communication, initiative, positive attitude, responsibility, problem solving, and teamwork. This book provides suggestions for becoming an exemplary follower which will demonstrate and manifest the skills associated with leadership and bridge the gap between leadership training and followership.

Followers dominate all organizations, but a preoccupation with leaders hinders the consideration of the importance of followers and the relationship between followers and leaders. Followership: What It Takes to Lead will teach you how to become a better leader by becoming a better follower. The book includes chapters on the topics of: leadership theory, followership theory, preparation for the job, understanding what is required for the job, communication, initiative, positive attitude, responsibility, problem solving, and teamwork.

Introduction -- Strategic role -- Strategic situations and dynamics -- Strategic decisions and actions -- Strategic interactions -- Strategic value

This volume presents evidence-based ideas on all three converging forces to suit an array of individuals and their organisations. The volume is rich with evidence, detail and case studies that the reader can draw upon and apply to their own situations. Defining exactly what is leadership has been a persistent problem for researchers and theorists. Discovering how to generate or develop leaders likewise has been a difficult challenge over the years in all walks of life. Written by an academic, executive and coach, the author focuses on three important converging aspects: leadership, followership and coaching. A focus on leaders is disproportionate to what actually occurs within most organisations especially the relationship between the leader and the followers. That leadership is tantamount with being in control of a situation is challenged, together with the belief that leadership capability is primarily shaped in line with a set of success criteria. The coach plays a significant part in this process although rarely visible.