Followership
What is it and Why Do People Follow?
Published on 17. April 2014
192 pages
978-1-78350-516-6 (ISBN)
Description
This book provides a collection of new insights on the increasingly popular topic of Followership. Leadership has been written about and studied for centuries, more often than not addressing how those in leadership roles influence their followers. This represents a very leader-centric view of the leadership phenomenon, where followers are considered as passive recipients of leaders' influence. However, peoples' attempts to exercise leadership cannot be successful if there are no other people who recognize and support their leadership. In other words, effective leadership cannot exist without some form of followership. The book offers a collection of chapters written by thought leaders on the topic of followership. Together, they provide answers to two fundamental questions: What is followership, and why do people follow? They elucidate how answers to these questions can inform management theory, practice, and education.
More details
Language
English
Place of publication
Bingley
United Kingdom
Target group
Professional and scholarly
File size
0,91 MB
ISBN-13
978-1-78350-516-6 (9781783505166)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Book
04/2014
Emerald Group Publishing Limited
€178.00
Shipment within 10-20 days
Content
- Cover
- Followership: What is it and why do People Follow?
- Copyright Page
- Contents
- List of Contributors
- Introduction and Book Overview
- Overview of Chapters
- References
- PART 1: WHAT IS FOLLOWERSHIP?
- 1. Exploring Historical Perspectives of Followership: The Need for an Expanded View of Followers and the Follower Role
- 1.1. Images of Followers throughout History
- 1.1.1. Accounts of Followership from Homer's Iliad
- 1.1.2. Feudal Japan
- 1.1.3. Nazi Germany
- 1.1.4. Jim Jones and the People's Temple
- 1.2. Academic Treatments of Followership
- 1.2.1. The Evolutionary Perspective
- 1.2.2. The Sociological Perspective
- 1.2.3. The Psychological Perspective
- 1.2.4. Summary
- 1.3. Followership for a New Era: Redefining the Follower Role
- 1.3.1. Follower Role Orientations
- 1.3.1.1. The passive follower
- 1.3.1.2. The anti-authoritarian follower
- 1.3.1.3. The proactive follower
- 1.4. Blending the Old with the New: An Expanded View of Followership
- 1.4.1. Followers Get the Job Done
- 1.4.2. Followers Work in the Best Interest of the Organization's Mission
- 1.4.3. Followers Challenge Leaders
- 1.4.4. Followers Support the Leader
- 1.4.5. Followers Learn from Leaders
- 1.5. Conclusion
- References
- 2. Exploring the "Flip Side" of the Coin: Do Authentic Leaders Need Authentic Followers?
- 2.1. Authenticity in the Fluidity of Leadership and Followership
- 2.2. The Follower Label: Another "F Word"?
- 2.3. Authentic Followers: Why Follow?
- 2.4. Authentic Leadership Theory
- 2.5. Authentic Followers' Impact on Authentic Leaders
- 2.6. Authentic Followers and Organizational Outcomes
- 2.7. Authentic Followership: A Construct for the Modern Organization
- 2.8. Implications for Practice and Research
- References
- 3. A New Conceptual Framework for Authentic Followership
- 3.1. Why Do Leaders and Firms Need Authentic Followership?
- 3.2. The Emergence of the New Conceptual Framework for Authentic Followership
- 3.3. Defining the New Conceptual Framework of Authentic Followership
- 3.3.1. Defining Authenticity
- 3.3.2. Defining Authentic Followership
- 3.3.3. Components of the New Conceptual Framework of Authentic Followership
- 3.3.3.1. Individual: Follower's psychological capacity for authenticity
- 3.3.3.2. Dyadic relationships: Follower's secure attachment to the leader/s
- 3.3.3.3. Organisational level: Positive organisational culture and political conditions
- 3.4. How the Components Interact to Create Authentic Followership
- 3.5. Under What Conditions Is Authentic Followership Not Possible?
- 3.6. Conclusion
- Acknowledgements
- References
- 4. The Fluid Nature of Follower and Leader Roles
- 4.1. Introduction
- 4.2. The Integration of Leadership and Followership
- 4.3. What Is a Follower?
- 4.3.1. The Rosenbach, Pittman, and Potter III Model
- 4.4. What Do Followers Do?
- 4.4.1. Preliminary Research Findings about Performance Behaviors
- 4.4.2. The Dual Roles of Leaders and Followers
- 4.4.3. Relationship Behaviors
- 4.5. Conclusion
- References
- 5. Comparing Followers and Subordinates: Accounting for the Effects of Organizational Hierarchy
- 5.1. Hierarchy and Individual Behavior
- 5.2. Human Dignity and Hierarchal Subordination
- 5.3. Discussion
- 5.3.1. Recommendations for Followership Research
- 5.3.2. Conclusion
- References
- PART 2: WHY DO PEOPLE FOLLOW?
- 6. Why Do People Follow?
- 6.1. The Psychoanalytic Explanation
- 6.2. The Cognitive-Psychological Explanation
- 6.3. The Social-Psychological Explanation
- 6.4. Psychoanalytic Interpretations: When Are They More Salient?
- 6.5. Cognitive-Psychological Interpretations: When Are They More Salient?
- 6.6. Social-Psychological Explanations: When Are They More Salient?
- 6.7. Following Distant Leaders Vs Following Close Leaders
- 6.8. Conclusion
- References
- 7. Being Both Leaders and Followers: Advancing a Model of Leader and Follower Role Switching
- 7.1. LFS: Integrating the Domains of Leadership and Followership
- 7.2. LFS within Extant Leadership Literature
- 7.3. Key Tenets of LFS
- 7.4. Four Styles of LFS
- 7.4.1. Dynamism Style
- 7.4.2. Leader-Stasis Style
- 7.4.3. Follower-Stasis
- 7.4.4. Capsulation
- 7.5. Research Agenda
- 7.5.1. Operationalizing and Assessing LFS
- 7.5.2. Antecedents of LFS
- 7.5.2.1. Implicit theories
- 7.5.2.2. Leader and follower experiences
- 7.5.2.3. Organizational context
- 7.6. LFS and Work Outcomes
- 7.6.1. Job Satisfaction
- 7.6.2. Relationship Quality
- 7.6.3. Leadership Effectiveness
- 7.6.4. LFS and Extant Leadership Theories
- 7.7. Conclusion
- References
- 8. Leading to Develop Truly Effective Followers
- 8.1. Followership Development
- 8.1.1. Leaders, Followers, and the Development of Effective Followership
- 8.1.1.1. Building identities
- 8.1.1.2. Charismatic and transformational leadership and identity building
- 8.1.1.3. Intellectual stimulation and effective followership
- 8.1.1.4. Psychological safety, failure, and effective followership
- 8.1.1.5. Effective followers are positive
- 8.1.1.6. Setting high expectations
- 8.2. Future Research
- 8.3. Practitioner Implications
- References
- 9. Why and How Should Subordinates Follow Their Managers?
- 9.1. Why Should Subordinates Follow Their Managers?
- 9.1.1. Leadership Requires Followership
- 9.1.2. How Passive and Proactive Followership Support Leadership Decision-Making
- 9.2. How Should Subordinates Follow Their Managers?
- 9.2.1. Consideration of the Subordinate's Degree of Salient Expertise
- 9.2.2. Consideration of the Manager's Trust in the Subordinate
- 9.2.3. Consideration of the Urgency of the Leadership Decision to Be Made
- 9.2.4. Consideration of Whether the Leadership Decision Can Realistically Be Changed
- 9.3. Conclusion
- References
- About the Editors
- About the Authors
