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For years, leading management scholars have assumed the
contribution of followers is an effect rather than a cause of an
organization's success. The 25 case studies and commentaries in
Followership in Action from such diverse places as Canada, France,
India, Malaysia, the Netherlands, the United Kingdom, and the
United States lend further support to this argument. Followership
in Action is a highly practical and scholarly book to which
leadership scholars, practitioners, and students will actively turn
to better understand and apply followership theory to everyday
human resource development, management, and leadership contexts. It
was written with administrators, coaches, consultants, executives,
human resource professionals, academic professors, and support
staff fully in mind. As the study of followership further escalates
into the global mainstream of leadership studies, this book offers
an excellent way to more proactively engage future leaders and
followers in issues that they are likely to face in various
organizational settings. Its business, education, and government
content will appeal to academia, corporations, non-profits, and
other enterprises.
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.
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