ISBN:
9781783505166
,
9781783505159
Language:
English
Pages:
Online-Ressource (193 p.)
Edition:
Online-Ausg.
Series Statement:
EBL-Schweitzer
Parallel Title:
Druckausg. Followership
DDC:
658
Keywords:
Followership -- Social aspects..
;
Organizational effectiveness -- Social aspects..
;
Leadership
;
Followership ; Social aspects.;Organizational effectiveness ; Social aspects.;Leadership
;
Organizational effectiveness ; Social aspects..
;
Leadership
;
Followership ; Social aspects..
;
Electronic books
;
Electronic books
;
Electronic books
Abstract:
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
Abstract:
1.2.2. The Sociological Perspective1.2.3. 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
Abstract:
References2. 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
Abstract:
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
Abstract:
3.4. How the Components Interact to Create Authentic Followership3.5. 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
Abstract:
5. Comparing Followers and Subordinates: Accounting for the Effects of Organizational Hierarchy
Abstract:
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
Description / Table of Contents:
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
Description / Table of Contents:
1.2.2. The Sociological Perspective1.2.3. 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
Description / Table of Contents:
References2. 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
Description / Table of Contents:
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
Description / Table of Contents:
3.4. How the Components Interact to Create Authentic Followership3.5. 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
Description / Table of Contents:
5. Comparing Followers and Subordinates: Accounting for the Effects of Organizational Hierarchy
Note:
Description based upon print version of record
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