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"My intent in this book is to equip those in follower roles to understand, value, and execute those roles with excellence. Whether we work in an office, sit in a classroom, serve on a committee, play on a team, or join in a congregation, we are followers whenever other people have titles, authority, and responsibility that include us within their sphere of oversight. We are followers, and we call those above us leaders. If that label feels uncomfortable or demeaning to you, read on. Part of our journey will be to overcome the negative stereotypes attached to the word 'follower' -- even those we tend to believe ourselves. This is not a book on leadership strategy or about creating good followers. It is an investigation into how to be a good follower. It is an encouragement to shift our perspective about our leaders and ourselves to one that enables us to contribute as followers with both contentment and excellence"--Introduction.

Followership.

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For years, leading management scholars have assumed the contribution of followers is an effect rather than a cause of an organization's success. The 25 case studies and commentaries in Followership in Action from such diverse places as Canada, France, India, Malaysia, the Netherlands, the United Kingdom, and the United States lend further support to this argument. Followership in Action is a highly practical and scholarly book to which leadership scholars, practitioners, and students will actively turn to better understand and apply followership theory to everyday human resource development, management, and leadership contexts. It was written with administrators, coaches, consultants, executives, human resource professionals, academic professors, and support staff fully in mind. As the study of followership further escalates into the global mainstream of leadership studies, this book offers an excellent way to more proactively engage future leaders and followers in issues that they are likely to face in various organizational settings. Its business, education, and government content will appeal to academia, corporations, non-profits, and other enterprises.

Followership.

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"Previous books of the Leadership Horizon Series showed unequivocally how both leaders and followers play an equally important part in the co-production of leadership outcomes, and how leader and follower identities are fluid, so that the same individual can enact both at different times. This book stretches the notion of leadership a step further by exploring the co-enactment of both roles, identities, and positions of leader and follower by one same individual. This individual is defined as a connecting leader, as in this co-enactment he/she functions as connector between different leadership relationships. The concept of connecting leader emerges from the observation that most individuals in organizations engage in the leader-follower role co-enactment: managers, pulled between executives and reportees; CEOs, between the board and the head of departments; or employees involved in cross functional teams, leading and following in different degrees, subject to their expertise. Yet, despite its pervasiveness this concept is at best under theorized by the literature, which, dominated by dyadic and romanticized views, mostly presents the roles as enacted by separate individuals facing each other. To advance our understanding of connecting leaders the editor proposes to shift our focus on leadership in three ways: to unpack the interconnectedness and interplay of leader and follower identities; to investigate the tensions arising from the co-enactment and how these can be overcome; to widen the way in which we study leadership, through new configurations (e.g. leadership triads) and ontologies; and finally to consider the similarities between leading and following. The book chapters are organized to mirror these areas of exploration. Understanding leadership from a perspective that acknowledges that many individuals in organizations are not just leaders or followers, but both, democratizes the way we theorize leadership, and moves us further away from the temptation to romanticize it"--

Leadership. --- Subordination. --- Followership.

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This text challenges management to adopt an approach that is conducive to improved employer/employee relations, and that will enhance the organizations ability to learn and compete within a knowledge-based economy. Practical measures and behaviour viewed as appropriate in an industrial, commercial, and public sector setting are discussed, analysed, and offered as good practice.Leadership for Follower Commitment provides:*research based case studies*a linking of theory, research, and practical managerial experience

Leadership. --- Followership. --- Ability --- Leadership --- Command of troops --- Followership

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Who are the great leaders in history and what can they teach us today about the nature and practice of leadership? John Adair has brought together a wide range of quotes from inspiring leaders, from Machiavelli to Mandela.

Leadership. --- Leadership --- Ability --- Command of troops --- Followership