A Celebration Of Followership

This unique retrospective, with over three hundred rarely seen documents, traces the impact of Ira Chaleff's ground breaking work that conceives of followership as the indispensable complement to leadership. Building on this record, it introduces the work of the community of followership educators and practitioners that has flourished in tandem with those initiatives. The narratives preceding each chronological segment place the documents in historic context. They suggest new veins of research for the upcoming generation of scholars drawn to this emerging field. The narratives inform, clarify, surprise, at times amuse and often inspire. The theorists, educators, trainers and coaches engaged with the subject of followership are a highly motivated group. They understand the power of the subject to change the way leadership is done, to support its virtues, curb its excesses and improve its outcomes. They also perceive that much of the world doesn't know about followership or sufficiently value it. There is truth in this statement. But it is not the entire truth. The purpose of this volume is to document the impressive variety of countries and institutions where courageous followership, and the other major followership models, have made their impact. Filling in this picture will bolster the commitment of the followership community to find better ways of developing dynamic and ethical followership in society, a manifestly crucial need in the face of leadership failures and transgressions. In that sense, this is a love letter to the followership community and an inscription on the baton Chaleff is passing to them.

Jimmy's account of personal events lets you follow him on his journey of discovery as he describes he route he traveled.

How to create leaders people to follow ... And Followers who leadthemselves.

For every leader there are dozens of followers working closely with them. This updated third edition speaks to those followers and gives them the insights and tools for being effective partners with their leaders.

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.

The industrial era organizations used dualistic leadership theory, which regarded followers as objects of leaders’ influence to socialize them into passive followership irrespective of context and outcome. Consequently, organizations focused on leadership and condemned active followership as a toxic behavior that sabotages organizational processes and outcomes. However, the emergence of relational leadership theory in the information era flattened organizational structure, which created a greater need for collaboration within and across sectors. In this new era, organizations cannot survive without responsible individuals who could be productive as both leaders and followers. As a result, organizations are experiencing high demand for active followership throughout organizational ranks, roles, and relationships. Nonetheless, since followership studies are still in their infancy, there is hardly any information on how followers develop and enact active followership. Whereas some studies established followership identity, role, and behaviors, and identified factors influencing their development, none has explored how they do so. This study offers a theory of followership development and enactment anchored in a seamless paradigm that can be used to expand leadership theory beyond dualistic tendencies that absolutized the differences among leadership variables despite their seamlessness. Therefore, it enhances organizational desire and capacity to develop and engage star followers effectively.

Torture in Abu Ghraib prison. Corporate fraud. Falsified records at Veterans Administration hospitals. Teachers pressured to feed test answers to students. These scandals could have been prevented if, early on, people had said no to their higher-ups. Ira Chaleff discusses when and how to disobey inappropriate orders, reduce unacceptable risk, and find better ways to achieve legitimate goals. He delves into the psychological dynamics of obedience, drawing in particular on what Stanley Milgram's seminal Yale experiments-in which volunteers were induced to administer shocks to innocent people-teach us about how to reduce compliance with harmful orders. Using vivid examples of historical events and everyday situations, he offers advice on judging whether intelligent disobedience is called for, how to express opposition, and how to create a culture where citizens are educated and encouraged to think about whether orders make sense. --

What is followership, and why do people follow? This book, which offers a collection of chapters written by thought leaders on the topic of followership, provides answers to these fundamental questions and elucidates how they can inform management theory, practice, and education.

This book 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.