AN ILA FOLLOWERSHIP COMMUNITY OF LEARNING
Where those with curioisty 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.
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A Few Words of Welcome To The Followership Exchange from Ira Chaleff
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JUST PUBLISHED...
TWO NEW BOOKS
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 disciplines ranging 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 argues that, over time, followers have played increasingly vital roles. For two key reasons, this trend is now accelerating. Followers are becoming more important, and leaders less. Through gripping stories about a range of people and places--from multinational corporations such as Merck, to Nazi Germany, to the American military after 9/11, Kellerman makes key distinctions among five different types of followers: Isolates, Bystanders, Participants, Activists, and Diehards. And she explains how they relate not only to their leaders but also to each other. In 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.
ARTICLES
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.
OTHER NEWS
Items of general interest to those interested in followership issues
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Bonus materials!
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