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on February 5, 2008 at 12:50:19 pm
 

A FOLLOWERSHIP COMMUNITY OF LEARNING

 

FORUM FOR ALL: Open to all readers

with posting privileges to those who subscribe for free.

 

 

 

JUST PUBLISHED...

Wall Street Journal, December 24, 2007; Page B3

 

Experts in leadership are plentiful, and Barbara Kellerman, a lecturer at Harvard's Kennedy School of Government, counts herself as one of them. Now, though, Ms. Kellerman and some other management experts are turning their attention to the other extreme of the organization chart: what matters to followers.

In "Followership," a book being published this winter, Ms. Kellerman argues that a big organization's fate can be surprisingly dependent on how well it understands thousands of low-ranking employees, and makes them more effective. Entrepreneurs Ori Brafman and Rod Beckstrom took a similar perspective last year in their book, "The Starfish and the Spider," suggesting that lower-ranking employees, called catalysts, need to drive organizational change, instead of top bosses.

http://online.wsj.com/public/article_print/SB119844629771347563.html
There is a forum related to this article that discusses the question, "Who's more crucial to a company's success, top management or lower-level employees?

 

 

 

 

 

OTHER NEWS 

Items of general interest to those interested in followership issues

 

 

 

 

 

INTRODUCTORY THOUGHTS BY IRA CHALEFF

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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