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Where those with curiosity about followership and leader-follower relations can explore these subjects in whatever depth they choose through a forum, study groups, relevant news and events, research, shared projects and resource links. Registered users can enter information directly and make collaborative decisions about what this site contains and how it functions.





Welcome To The Followership Learning Community



Welcome! The Followership Learning Community has been launched to provide a meeting ground for researchers and practitioners who are engaged in exploring the rich subject of followership.


Up to now, there have been a small number of academics, consultants, trainers and managers who have recognized the importance of the subject of followership in organized human endeavors. They have typically been passionate about the subject and determined to give it the attention it deserves and has historically lacked. They have also tended to be relatively isolated.


This began to change in 2006 when the Kravis Leadership Institute and the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont University held the first national conference on Followership: “Rethinking Followership: New Paradigms, Perspectives and Practices.” Over two exciting days, nearly 200 participants explored the subject from a wide range of perspectives. There was a widely held sense that the opportunity to meet with others who shared a passion for developing the field was extremely valuable and that ways should be found to continue the dialogue. The Followership Community of Learning realizes that desire and vision.


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Riggio, Ronald E. (Editor), Ira Chaleff (Editor), Jean Lipman-Blumen (Editor), The Art of Followership: How Great Followers Create Great Leaders and Organizations Jossey-Bass, 2008




The Art of Followership (selected for the Walter Bennis Series) examines the multiple roles followers play and their often complex relationship to leaders. Inspired by the first national conference on followership (conducted by The Kravis Leadership Institute at Claremont McKenna College and the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont), it contains contributions from many who attended and others from a host of disciplinesranging from philosophy, psychology and management, to education. The book explores the practice and research that promote positive followership. Contributors discuss new models of followership and fresh perspectives on the contributions that followers make to groups, organizations, societies, and leaders.


Kellerman, Barabara Followership: How Followers Are Creating Change and Changing Leaders. Harvard Business Press, 2008




Barbara Kellerman, James MacGregor Burns Lecturer in Public Leadership at Harvard University's John F. Kennedy School of Government, has taught the first course on followership at university level. In her latest book, Followership, readers can appreciate the ways in which those with relatively fewer sources of power, authority, and influence are consequential even as they are getting bolder and more strategic. As Kellerman makes crystal clear, to fixate on leaders at the expense of followers is to do so at our peril.





Anders, George, Management leaders Turn new Attention To Followers." Theory and Practice, Wall Street Journal, December 24, 2007; Page B3
There is a WSJ forum related to this article that discusses the question: "Who's more crucial to a company's success, top management or lower-level employees.








































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