140:(1868â1933) who believed that all individuals, regardless of their place in society, deserved respect. She wanted to give more power to individuals and ensure that individualsâ voices were not only heard but were also integrated into solutions. Not only were many of her ideas rejected in the 1930s and 1940s, later theorists also paid limited recognition to her work. Follett's writings have also been underappreciated in contemporary research, despite the fact that her work served as a prelude to many of the developments in the management literature and are still considered timely and insightful by many. Management theorist Warren Bennis said of Follett's work, "Just about everything written today about leadership and organizations comes from Mary Parker Follett's writings and lectures."
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timely decisions or recommendations, sets the example for others, is familiar with their leader and their job, and anticipates their requirements, keeps leader informed, understands the task and ethically accomplishes it, a team member, not a yes man. The U.S. Army has produced a new military doctrine called mission command that highlights the role of followers. It acknowledges one of Colin Powell's principles of leadership that "the commander in the field is always right and the rear echelon is wrong, unless proven otherwise." Mission command doctrine was conceived from a wartime environment that enables followers in the field to act according to the dictates of the situation on the ground, giving them maximum
144:
interdependent. Zelaznik published work in 1964 that focused on the leader-follower relationship by considering the dimensions of dominance vs. submissiveness and activity vs. passivity. Followers have been largely neglected in the study of leadership, an omission addressed by Robert Kelley in his seminal 1988 Harvard
Business Review article âIn Praise of Followersâ. Kelley subsequently wrote The Power of Followership (1992), which preceded and influenced Chaleff (1995), Potter, et al. (1996), Thody (2000), Meilinger (2001), Latour and Rast (2004), Kellerman, (2007), Bossily (2007), and Hurwitz & Hurwitz (2015).
378:: Courageous followers give voice to the discomfort they feel when the behaviors or policies of the leader or group conflict with their sense of what is right. They are willing to stand up, to stand out, to risk rejection, to initiate conflict in order to examine the actions of the leader and group when appropriate. They are willing to deal with the emotions their challenge evokes in the leader and group. Courageous followers value organizational harmony and their relationship with the leader, but not at the expense of the common purpose and their integrity.
261:, the franchisee could be seen as a follower because he or she accepts the franchisor's business idea and enables the franchisor's goal achievement through the individual franchise operations. Leaders can begin by building organizational value for followers and followership; value is a process of incorporating the concept of followership into the organization's culture, policies, and practices. Because leaders have followers it is their responsibility to set a vision, build trust, and inspire the followers with passion and hope.
390:: Courageous followers know when it is time to take a stand that is different than that of the leader's The stand may involve refusing to obey a direct order, appealing the order to the next level of authority, or tendering one's resignation. These and other forms of moral action involve personal risk, but service to the common purpose justifies and sometimes demands acting. If attempts to redress the morally objectionable situation fail, a follower faces the more difficult prospect of whether to become a whistleblower.
372:: Courageous followers are unafraid of the hard work required to serve a leader. They assume new or additional responsibilities, stay alert for areas in which their strengths complement the leader's, and assert themselves in these areas. Courageous followers stand up for their leader and the tough decisions a leader must make if the organization is to achieve its purpose. They are as passionate as the leader in pursuing the common purpose.
432:: Diehards are, as their name implies, prepared to die if necessary for their cause, whether it is an individual, an idea, or both. Diehards are deeply devoted to their leaders; or, in contrast, they are ready to remove them from positions of power, authority, and influence by any means necessary. In either case, Diehards are defined by their dedication including their willingness to risk life and limb. Being a Diehard is all-consuming.
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livesâthe classroom learning environment and their contributions to it. If teachers encouraged followership, she posits, they would find ways of improving their classes and also contribute to their studentsâ becoming both good leaders and followers. By helping students do this, teachers are helping the future working generation of
Americans develop skills critical not only to the workplace but to our society as a whole.
366:: They assume responsibility for themselves and the organization. They do not expect the leader or organization to provide for their security and growth, or need permission to act. Courageous followers discover and create opportunities to fulfill their potential and maximize their value to the organization. They initiate values-based action to improve the organization's external activities and its internal processes.
25:
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Collinsâ suggests that people choose their boss, he gives credibility to followers as more than merely people who work for someone. Rather, he proposes that followers have skills, ideas, and energies that complement those of the leader. As a result, a relationship is created in which leaders and followers are able to achieve much more than each individual could have accomplished alone.
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paramount importance, functions well in change-oriented environments, functions well on teams, thinks independently and critically, gets involved, generates ideas, willing to collaborate, willing to lead initiatives, develops leaders and themselves, stays current, anticipates, drives own growth, and is a player for all seasons.
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followership has been interpreted as leadership poorly enacted or as settling for a lesser position. In recent years, attitudes have begun to change and students have noted that following is an expected, healthy part of a reciprocal relationship in social media and that it did not carry negative connotations.
527:: A leader's behavior (e.g., articulating a vision, setting a personal example, intellectual stimulation) affects followersâ attitudes and behaviors such as commitment to the organization, or exerting extra effort at work. According to this view followers do not play an active role in the leadership process.
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In hospitality and tourism, being an effective follower is important for achieving the service-oriented goals of many operations. In hospitality operations it is often important for followers to work independently of their leaders to carry out important tasks. It has been suggested that incorporating
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Military perspectives behaviors such as: knows themselves and seeks self-improvement, is technically and tactically proficient, complies with orders and initiates appropriate actions in the absence of orders, develops a sense of responsibility and takes responsibility for own actions, makes sound and
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Shamir, B. (2007). From passive recipients to active co-producers: Followers role in the leadership process. In B. Shamir, R. Pillai, M. C. Bligh, & M. Uhl-Bein (Eds.), Follower-centre perspectives on leadership: A tribute to Joseph Meindl (Google books edition ed., pp. xii â xviiii). Greenwich,
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According to Kelley, effective followers are individuals who are enthusiastic, intelligent, ambitious, and self-reliant. Kelley identified two underlying behavioral dimensions that distinguish types of followers. The first behavioral dimension is the degree to which the individual is an independent,
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Other behavioral traits of effective followership that have been proposed include: a belief in the importance of being a good follower, looks beyond themselves, values their own independence, follows while offering up ideas, self-motivated and self-directed, displays loyalty, considers integrity of
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The
Generative Partnership Model ÂŽ comprises five guiding principles, five skill pairings, and an array of associated behaviors. The guiding principles are at the core of every partnership, team, and organization, providing a framework on which the skills are used. The skills come in matched pairs:
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Although a student's contribution in the classroom has such high significance, the college admissions system has yet to find a way to recognize and reward students who have continuously made these contributions. Given that outstanding classroom contributions have been ignored, yet play such a vital
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It is vital to understand that, without effective followers in nursing, our leaders face severe limitations. Current leaders and educators must share and promote the vision of enlightened followership if nursing is to achieve its potential. Research suggests that there is significant difference in
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In 1994 the W.K. Kellogg
Foundation provided a four-year grant to study leadership that attracted 50 practitioners and scholars to âshed light on some of the most compelling topics in the field.â Three focus groups emerged from the Kellogg Leadership Studies Project (KLSP), one being the Leadership
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Distributed leadership starts with the perspective many people can take on a leadership role, not just those with formal power and authority. Leadership and followership can move from person to person as the dialogue twists and turns. Not only are team members challenged to enact followership and
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The Curphy-Roellig
Followership Model builds on some of the earlier research of Hollander, Chaleff, Kellerman and Kelley and consists of two independent dimensions and four followership types. The two dimensions of the Curphy-Roellig model are Critical Thinking and Engagement. Critical thinking is
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Follower-centric approaches arose in response to leader-centric views and drew attention to the role of the follower in constructing leaders and leadership. Implicit followership research proposes that leadersâ beliefs for follower behavior influence the extent to which followership is effective;
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Effective followership training in the classroom is challenging because of media messages that preference leadership, internal schemas held by students that ignore followership, and cultural biases against it. Undergraduate and graduate students have been resistant to the idea of followership and
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Participants in the KLSP went on to form the
International Leadership Association (ILA) as a vehicle for keeping the dialogue alive. Similarly, participants in the Claremont conference went on to form the Followership Learning Community within the ILA with Ira Chaleff as its first chair. Both of
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Kleiner proposes that colleges focus on followership skills and contributions. In short, college admission officers need to place less emphasis on studentsâ acquisition of leadership titles throughout high school and place more emphasis on understanding the domain that has been central to their
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franchise, refers to his philosophy as
Creative Followership. He wrote that being a follower is an active role requiring a great deal of creativity, personal initiative, and the ability to execute tasks with excellence. The process begins with identifying a leader worth following. Even so, when
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The
Followership Learning Community (FLC) is a learning community within the International Leadership Organization (ILA) and is âdedicated to the development of knowledge, competencies, and programs concerning the leader-follower relationship. It is the first such academic or practice community
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The focus in LMX theory is on how leaders and followers engage together to generate high quality work relationships that allow them to produce effective leadership outcomes. While LMX theory does acknowledge followers in the relational process, it is still more leadership â than followership â
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Identifies key traits and their relationship with strong followership. Zaleznik, 1964 (Dominance vs. submissiveness; Activity vs. passivity), Kelley, 1992 (Active engagement; Independent thinking), Chaleff, 1995 (Courage), Potter, et al., 1996 (Relationship initiative; Performance initiative),
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Chaleff's original model of
Courageous Followership proposed four dimensions in which courageous followers operates within a group, and a fifth dimension in which the follower operates either within or outside the group depending on the response of the leadership. The dimensions of courageous
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organization, a social construct that is integral to the leadership process, or the behaviors engaged in while interacting with leaders in an effort to meet organizational objectives. As such, followership is best defined as an intentional practice on the part of the subordinate to enhance the
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The traditional notion that leaders are active and followers are passive is mistaken and contributes to misconceptions about the organizational functions of superiors and subordinates. Behaviorists now recognize that active followers influence leaders at every level of the hierarchy, and that
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In organizations, âleadership is not just done by the leader, and followership is not just done by followers.â This perspective suggests that leadership and followership do not operate on one continuum, with one decreasing while the other increases. Rather, each dimension exists as a discrete
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Followership research continued in 1955 when
Hollander and Webb (1955) argued that leader and follower was not an either/or proposition in which leaders and followers were found at opposite ends of a continuum. They proposed that the qualities associated with leadership and followership were
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The study of followership is an emerging area within the leadership field that helps explain outcomes. Specifically, followers play important individual, relational, and collective roles in organizational failures and successes. âIf leaders are to be credited with setting the vision for the
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Role-based views consider how individuals enact leadership and followership in the context of hierarchical roles. The primary purpose is to advance understanding of how subordinates work with managers in ways that contribute to or detract from leadership and organizational outcomes.
1970:
Kleiner, K. (2008). Rethinking leadership and followership: A student's perspective. . In R. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 89-93). San Francisco, CA: Jossey-Bass â A Wiley
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concerned with a follower's ability to challenge the status quo, ask good questions, detect problems, and develop solutions. Engagement is concerned with the level of effort people put forth at work. Based on these two dimensions followers are then categorized into four groups:
118:(1000-750 BC), India, and the aboriginal myths of Africa, Australia and the Native Peoples of North and South America. The best known advice from ancient philosophers came from Aristotle who believed, âHe who cannot be a good follower cannot be a leader.â In his time,
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Maroosis, J. (2008). Leadership: A partnership in reciprocal following. In R. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 17-24). San Francisco, CA: Jossey-Bass â A Wiley
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Baker, S., Stites-Doe, S., Mathis, C., & Rosenbach, W. (2014). The fluid nature of follower and leader roles. In L. M. Lapierre, & M. K. Carsten (Eds.), Followership: What is it and why do people follow? (pp. 73-88). Bradford, GBR: Emerald Group Publishing
384:: Courageous followers champion the need for change and stay with the leader and group while they mutually struggle with the difficulty of real change. They examine their own need for transformation and become full participants in the change process as appropriate.
426:: Activists feel strongly about their leaders and act accordingly. They are eager, energetic, and engaged. Because they are heavily invested in people and processes, they work hard either on behalf of their leaders or to undermine and even unseat them.
611:
Susan Cain (2017) states that, âOur elite schools over emphasize leadership partly because they're preparing students for the corporate world, and they assume that this is what businesses need and what leads to personal success. But a discipline in
331:: These conformists are committed to the leader and the goal (or task) of the organization (or group/team) and will defend adamantly their leader when faced with opposition from others. They do not question the decisions or actions of the leader.
1933:
Howell, J., & Mendez, M. (2008). Three perspectives on followership. In R. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 25â40). San Francisco:
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Chaleff calls for a similar focus for research on susceptibility to extremism and the use and development of assessments to help people understand their own tendencies in order to pre-empt their expression in the presence of toxic leaders.
156:
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The term follower can be used as a personality type, as a position in a hierarchy, as a role, or as a set of traits and behaviors. Studies of followership have produced various theories including trait, behavioral attributes, role, and
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Podsakoff, Philip M.; MacKenzie, Scott B.; Paine, Julie Beth; Bachrach, Daniel G. (June 2000). "Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research".
349:: These exemplary followers are positive, active, and independent thinkers. Star followers will not blindly accept the decisions or actions of a leader until they have evaluated them completely but can be trusted to get the job done.
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on obedience and by Jean Lipman-Blumen on why we follow toxic leaders. The book of essays by conference contributors, The Art of Followership, was published as part of the Warren Bennis Leadership Series with a foreword by
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Uhl-Bien, Mary; Graen, George; Scandura, Terri (January 2000). "Implications of Leader-Member Exchange (LMX) for Strategic Human Resource Management Systems: Relationships as Social Capital for Competitive Advantage".
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He challenges the field to focus followership research more on âthe big issues happening in the worldâ such as suicide bombers, religious fundamentalism, democratically elected dictators and corporate abuses of power.
113:
The relationship between leader/follower is ancient and is referenced throughout history. Examples of leader/follower partnerships are present in the great literatures and wisdom traditions of China such as the
420:: Participants are engaged in some way. They either clearly favor or oppose their leaders, groups, and organizations of which they are members. In either case, they invest resources to try and make an impact.
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Carsten, M.; Harms, P.; Uhl-Bien, M. (2014). "Exploring Historical Perspectives of Followership: The Need for an Expanded View of Followers and the Follower Role". In LaPierre, L.M.; Carsten, M.K. (eds.).
337:: These individuals are not trail-blazers; they will not stand behind controversial or unique ideas until the majority of the group has expressed their support and often prefer to stay in the background.
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critical thinker. The second dimension is the degree to which the individual is active or passive. Depending on where a person falls on these two dimensions, there are five different follower types:
159:, Ron Riggio of the Kravis Leadership Center and Ira Chaleff, author of The Courageous Follower. Participants included researchers and practitioners mentioned in this article including Robert Kelley,
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The most frequent questions he is asked by people is how to contribute when they are not in charge but have suggestions and want to be heard. He calls these âfundamental questions of followership."
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and others. In addition to focusing on the elevating aspects of followership, research was introduced on the problematic aspects of followership including the work of Thomas Blass on the famous
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and Followership Focus Group. The conveners of this group were Ed Hollander and Lynn Offermann who published a bound collection of papers called The Balance of Leadership & Followership.
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Owen, J (2016). Introducing Followership to Enhance the Booster Juice Franchisor/Franchise Partner Relationship. (Organizational Leadership Project) Royal Roads University. Victoria, Canada
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leadership roles effectively, but they must be able to switch between the roles. Generally speaking, however, distributed leadership theories focus exclusively on the leadership role.
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followers who behave as expected will be more successful. They use these schemas to encode followership information, which serves as essential elements of organizational sensemaking.
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Bennis, W. (2008). Introduction. In R. E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership (pp. xxiii-xxvii). San Francisco, CA: Josey-Bass A Wiley Imprint.
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Koonce, R. (2016). All in âthe familyâ: Leading and following through individual, relational, and collective mindsets. In R. Koonce, M. Bligh, M. K. Carsten, & M. Hurwitz (Eds).
408:: Isolates are completely detached. They do not care about their leaders, know anything about them, or respond to them in any way. Their alienation is, nevertheless, of consequence.
1156:
Barclay, Laurie J. (June 2005). "Following in the footsteps of Mary Parker Follett: Exploring how insights from the past can advance organizational justice theory and research".
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each of the five skill pairings involves a multitude of associated behaviors. The behaviors could be considered best practice, but are better considered adaptive and adaptable.
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Missing from the present research are additional critical components of followership such as the ability to convert strategies into actions that deliver on the actual intent.
2035:"Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective"
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Harris, Kenneth J.; Kacmar, K. Michele; Carlson, Dawn S. (31 December 2006). "An Examination of Temporal Variables and Relationship Quality on Promotability Ratings".
539:: There are certain conditions that can neutralize or negate the need for leadership. The theory emphasizes followersâ training, experience, and job related knowledge.
402:
Barbara Kellerman categorized followers as isolates, bystanders, participants, activists, and diehards based on their level of engagement in the leadership process.
414:: Bystanders observe but do not participate. They make a deliberate decision to stand aside, to disengage from their leaders and from whatever is the group dynamic.
279:
devoted to the study of followership. It focuses on research, collaboration, and dissemination of ideas and informationâ. The current priorities of the FLC are to:
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The next major organized activity to bring scholars and practitioners together on the subject of followership occurred in 2008 at Claremont University, chaired by
35:
817:
Allows us to understand why and how managers are not always effective leaders, such as when they are unable to co-construct leadership with their subordinates.
97:
department or organization and inspiring followers to action, then followers need to be credited with the work that is required to make the vision a reality.â
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L. M. Lapierre, & M. K. Carsten (Eds.), Followership: What is it and why do people follow? (pp. 73â88). Bradford, GBR: Emerald Group Publishing Ltd.
814:
Recognizes that leadership can flow in all directions, e.g., not only downward but also upward in a hierarchy when subordinates engage in leading behaviors.
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R. Koonce, M. Bligh, M. K. Carsten, & M. Hurwitz (Eds.), Followership in action: Cases and commentaries. Bingley, England: Emerald Group Publishing.
1254:
Kelley, R. E. (1992). The power of followership: How to create leaders people want to follow and followers who lead themselves. New York, NY: Doubleday.
545:: A much more central and explicit role is given to followers in theories that present leadership as cognitively or socially constructed by followers.
343:: These individuals are negative and often attempt to stall or bring the group down by constantly questioning the decisions and actions of the leader.
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2252:
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Moves beyond leader-centric views to recognize the importance of follower roles and following behaviors making the leadership process more inclusive.
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Investigates how people interact and engage together in social and relational contexts to construct (or not construct) leadership and followership.
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Shamir looks at the different types of leader-follower theoretical perspectives rather than developing a specific model of positive followership.
2104:. In R. E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The Art of Followership (pp. 5-15). San Francisco, CA: Josey-Bass A Wiley Imprint.
1949:
46:
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Chaleff, I. (2015). Intelligent disobedience: Doing right when what you are told to do is wrong. Oakland, CA: Barrett â Koehler Publishers Inc.
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Followership, as defined by Hurwitz (2008), is âaccepting or enabling the goal achievement of one's leaderâ (p. 11). In the context of
2006:
Fairhurst, Gail T.; Uhl-Bien, Mary (December 2012). "Organizational discourse analysis (ODA): Examining leadership as a relational process".
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Kleiner, K. (2008). "Rethinking leadership and followership: A student's perspective". In Riggio, R.; Chaleff, I.; Lipman-Blumen, J. (eds.).
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Uhl-Bien, Mary; Riggio, Ronald E.; Lowe, Kevin B.; Carsten, Melissa K. (February 2014). "Followership theory: A review and research agenda".
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organizational effectiveness among nurses with different followership styles â passive, alienated, conformist, pragmatist, or effective.
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Gerstner, Charlotte R.; Day, David V. (1997). "Meta-Analytic review of leaderâmember exchange theory: Correlates and construct issues".
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Ricketson, R.; Winner, W. D. (2016). "Corporate president as follower". In Koonce, R.; Bligh, M.; Carsten, M.; Hurwitz, M. (eds.).
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perceived that followership was necessary, albeit mainly as a precursor to what he considered to be a more important role: leader.
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Coyne and Coyne (2007) proposed seven desirable followership actions from the perspective of a CEO and his or her direct reports:
2267:"Putting Followership On The Map: Examining Followership Styles and Their Relationship With Job Satisfaction and Job Performance"
951:"Putting Followership On The Map: Examining Followership Styles and Their Relationship With Job Satisfaction and Job Performance"
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Collins, J. (2001a). Good to great: Why some companies make the leap and others don't. New York: HarperCollins Publishers, Inc.
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Kellerman, B. (2008). Followership: How followers are creating change and changing leaders. Boston, MA: Harvard Business Press.
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followership into training and education in intentional, purposeful ways could assist operations in hospitality and tourism.
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The appearance of followership in mainstream leadership education books has become more commonplace, including the works of
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Hollander, E., & Offerman, L. (1997). The balance of leadership and followership. No additional information available.
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Leader-Follower Unity: A grounded theory based on perceptions of leadership and followership experts in the United States
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Chaleff, I. (2009). The courageous follower (Google play books ed.). San Francisco, CA: Barrett â Koehler Publishers Inc.
220:. In order to exercise mission command appropriately, commanders must embrace the principles of followership to succeed.
186:
1990:
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Aligning and thriving within the broader organization including being able to adapt to the norms of different subunits.
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are the actions of someone in a subordinate role. It may also be considered as particular services that can help the
64:
805:
Distributes responsibility for constructing leadership and its outcomes to all players in the leadership process.
2144:
Meilinger, P. S. (2001), âThe ten rules of good followershipâ, in Richard I. Lester and A. Glenn Morton (Eds.),
533:: the leader's influence on the followersâ attitudes and performances depends on the followersâ characteristics.
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2160:
397:
160:
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Directly lists the behavioral attributes of good followers. Kelley (1988), Hurwitz & Hurwitz (2015)
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Kouzes, J., & Posner, B. (2012). The leadership challenge (5th ed.). San Francisco, CA: Jossey-Bass.
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Thompson, Jeffery A. (2005). "Proactive Personality and Job Performance: A Social Capital Perspective".
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Baker, Susan D. (August 2007). "Followership: The Theoretical Foundation of a Contemporary Construct".
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DiRienzo, Sharon M. (October 1994). "A challenge to nursing: Promoting followers as well as leaders".
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Followers' preferences for leaders' behavioral characteristics: A case study of franchise restaurants
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1758:"What does it mean to follow? An exploration of a followership profile in hospitality and tourism"
1530:"The Impact of the Followership Style on the Organizational Effectiveness in Nursing Organization"
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192:
Proactive personality theory â the idea that people can influence and shape their own environment,
39:
that states a Knowledge editor's personal feelings or presents an original argument about a topic.
660:(high critical thinking, high engagement). The authors stress a situational nature of the model.
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role, it is the responsibility of the college admissions system to find a way to identify them.
102:
1605:
Hurwitz, Marc (December 2017). "Followership: A Classroom Exercise to Introduce the Concept".
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Create a practitioner network of consultants/leaders who employ leader-follower best practices
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focused in that it privileges the leader as the driver of the relationship-building process.
551:: This perspective questions the usefulness of the distinction between leaders and followers.
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Followership theory offers promise for reinvigorating leadership research in rich new ways:
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Upwards impression management â influencing management through persuasion and other tactics,
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2151:
DiRienzo, Sharon M. MSN, A challenge to nursing: Promoting followers as well as leaders.
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8:
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Leadership is half the story: A fresh look at followership, leadership, and collaboration
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Hurwitz, Marc; Hurwitz, Samantha (13 March 2009). "The romance of the follower: part 1".
137:
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Ricketson, Rushton 'Rusty'; Winner, W. David (2016). "Corporate President as Follower".
487:: Creating an environment and process that optimizes collaboration and decision quality.
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992:
164:
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Castoglione, B. (1959). The book of the courtier. (C. S. Singleton, Trans.) New York:
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1986:
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476:: Developing rapport, trust, and an understanding of how to work best with leadership
458:: Taking initiative for your own engagement, development, and on-the-job performance.
2314:"Constructions of Following from a Relational Perspective: A Follower-Focused Study"
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A very short, fairly interesting and reasonably cheap book about studying leadership
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A very short, fairly interesting and reasonably cheap book about studying leadership
1514:
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2015:
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The art of followership: How great followers create great leaders and organizations
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1165:
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511:: Creating a comfortable, professional, equitable environment for each team member.
2271:
Journal of Business & Leadership: Research, Practice, and Teaching (2005-2012)
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955:
Journal of Business & Leadership: Research, Practice, and Teaching (2005-2012)
505:: Keeping team members informed and stimulating the right followership initiative.
2348:
2204:
2019:
1864:
1739:
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470:: Keeping your partner well informed and stimulating the right leadership action.
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theories in addition to exploring myths or misunderstandings about followership.
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499:: Helping to guide others on how best to navigate and operate organizationally.
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2161:"Followership in Educational Organizations: A Pilot Mapping of the Territory"
2114:
Chaleff, Ira (November 2016). "In Praise of Followership Style Assessments".
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Support scholars and practitioners seeking to learn more about followership
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Followership Learning Community of the International Leadership Association
1756:
Deale, Cynthia S.; Schoffstall, Donald G.; Brown, Eric A. (October 2016).
1506:
1398:
Townsend, Pat (2002). "Fitting teamwork into the grand scheme of things".
198:
or LMX â the interchange and relationships between a leader and follower.
189:â examples of this include civic virtue, sportsmanship, or helping others,
133:
were a class of followers â the very name samurai meant those who served.
125:
Baldasar Castiglione wrote about followers, following and followership in
808:
Focuses us on identifying more and less effective followership behaviors.
593:
325:: These individuals require external motivation and constant supervision.
258:
2389:
289:
Develop a network of scholars who focus on leader-follower relationships
621:
606:
452:: Adding value to decision making when it is not your decision to make.
445:
Hurwitz and Hurwitz described these five skills of good followership:
217:
81:
2127:
1782:
1594:. Toronto, ON: University of Toronto Press 2015 Rotman-UTP Publishing.
1142:
824:
Robert Kelley proposes seven areas for further followership research:
2450:
970:
968:
119:
85:
2444:
2396:"Proceedings of the 2014 International Followers Symposium Preface"
2283:"Embracing Followership: How to Thrive in a Leader-Centric Culture"
820:
Promotes followership development, not just leadership development.
2074:"In Praise of Followers: Many leaders start out as good followers"
965:
1707:
The Handbook of Knowledge-Based Coaching: From Theory to Practice
787:
Embracing Followership: How to Thrive in a Leader-Centric Culture
179:
Additional areas of followership that have been studied include:
130:
115:
2197:
Followership as Perceived by Leaders in the Hospitality Industry
1981:
Curphy, Gordy J.; Ginnet, Robert C.; Hughes, Richard L. (2015).
1732:
Impact of executive coaching on small businesses and franchisees
129:
in 1516. During Japan's Edo or Tokugawa period (1603â1868), the
2221:"Leadership: Current Theories, Research, and Future Directions"
1307:
1129:
Pascoe, Bruce (November 2016). "Followership and the Samurai".
493:: Ensuring an environment of purpose, progress, and positivity.
241:, Jackson & Parry (2011), and Hurwitz & Hurwitz (2015)
748:
1648:. San Francisco, CA: Jossey-Bass â A Wiley Imprint. pp.
2219:
Avolio, Bruce J.; Walumbwa, Fred O.; Weber, Todd J. (2009).
157:
Peter Drucker and Mastoshi Ito Graduate School of Management
89:
synergetic interchange between the follower and the leader.
2455:
2253:"Not Leadership Material? Good. The World Needs Followers."
36:
personal reflection, personal essay, or argumentative essay
1950:"Not Leadership Material? Good. The World Needs Followers"
1983:
Leadership: Enhancing the Lessons of Experience (8th ed.)
1054:. Bradford, GBR: Emerald Group Publishing. pp. 3â25.
918:"Followership Research: Looking Back and Looking Forward"
888:
2148:
Air University Press, Maxwell AFB, AL, pp. 99â101.
2071:
793:
480:
The five complementary areas of leadership skill are:
2051:
1755:
2055:
Research in Personnel and Human Resources Management
1862:
1048:
767:
It is managing up, brownnosing or âbeing political'.
252:
136:
In the modern era, followership research began with
2218:
1923:. UK: Emerald Group Publishing Ltd. pp. 49â56.
1574:(2nd ed.). London, UK: SAGE Publications, Ltd.
1534:
Journal of Korean Academy of Nursing Administration
1272:
773:
You have to be a good follower to be a good leader.
770:
Once you are a leader you are no longer a follower.
616:, called âfollowershipâ is gaining in popularity.â
1980:
1948:
1567:
1425:Powell, Colin; Persico, Joseph E. (31 July 2011).
1241:
1239:
1052:Followership: What is it and why do people follow?
977:Journal of Leadership & Organizational Studies
2412:"What every leader needs to know about followers"
2005:
1896:Creative Followership: In the Shadow of Greatness
1853:Connecticut, USA: Information Age Publishing Inc.
1704:
666:
592:Jimmy L.S. Collins, retired President and COO of
286:Generate greater interest in followership studies
232:
93:dimension, albeit with some shared competencies.
2463:
2033:Graen, George; Uhl-Bien, Mary (1 January 1995).
1985:. USA: McGraw-Hill Education. pp. 323â329.
1863:Coyne, Kevin; Edward J. Coyne, Sr (1 May 2007).
1705:Wildflower, Leni; Brennan, Diane (18 May 2011).
205:
2417:
1918:
1555:(5th ed.). San Francisco, CA: Jossey-Bass.
1236:
2292:(2nd ed.). London, UK: SAGE Publications, Ltd.
1589:
1215:
1033:Followership in action: Cases and commentaries
754:leadership itself is a process, not a person.
347:The Star Followers (high independence, active)
283:Help advance followership to a mainstream idea
264:
176:these entities are continuing with this work.
2032:
1424:
1082:
811:Embeds context within the leadership process.
656:(high critical thinking, low engagement) and
1565:
1550:
531:Followers as moderators of leadership impact
223:
2255:, New York Times (Opinion), March 24, 2017.
1762:Journal of Teaching in Travel & Tourism
1370:
749:Myths and misconceptions about followership
335:The Pragmatics (average on both dimensions)
2039:Management Department Faculty Publications
1451:
1184:"Management Theory of Mary Parker Follett"
764:It is just preparation for being a leader.
716:Distributed Leadership & Followership
652:(low critical thinking, high engagement),
341:The Alienated (high independence, passive)
2414:, Harvard Business Review, December 2007.
2373:
2329:
2194:
1781:
1729:
1469:
1400:The Journal for Quality and Participation
1100:
933:
757:There are many myths about followership:
648:(low critical thinking, low engagement),
576:Present a realistic and honest game plan;
329:The Yes-People (low independence, active)
299:
65:Learn how and when to remove this message
2472:Industrial and organizational psychology
2358:"Followership at the FDIC: A Case Study"
2338:
2146:AU-24 Concepts for Air Force Leadership,
1484:
1397:
1335:
549:Followers as leaders â shared leadership
16:Actions of someone in a subordinate role
2299:New York, NY: HarperCollins Publishers.
2113:
2072:Psychology Today Staff (June 9, 2016).
1893:
1809:"Followership Learning Community (FLC)"
1639:
1604:
1155:
543:Followers as constructors of leadership
537:Followers as substitutes for leadership
2464:
2311:
2264:
2237:10.1146/annurev.psych.60.110707.163621
1839:
1837:
1527:
1128:
1012:
948:
915:
2288:Jackson, B., & Parry, K. (2011).
2212:
2158:
1966:
1964:
1942:
1940:
1803:
1801:
1751:
1749:
1585:
1583:
1581:
1454:"Followership: Exercising Discretion"
1211:
1209:
1207:
1205:
1203:
1078:
1076:
974:
780:For more misconceptions, see Part 1 (
525:Followers as recipients of leadership
323:The Sheep (low independence, passive)
2355:
1946:
1681:
1065:
1063:
1061:
1008:
1006:
884:
882:
880:
878:
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187:Organizational citizenship behaviors
18:
1834:
1275:Group & Organization Management
794:The future of followership research
13:
2265:Favara, Leonard (1 January 2009).
2138:
1961:
1937:
1798:
1746:
1578:
1528:Han, Ji-Young; Kim, Mi-Ye (2009).
1218:Industrial and Commercial Training
1200:
1083:Lipman-Blumen (24 December 2014).
1073:
1013:Kelley, Robert (1 November 1988).
949:Favara, Leonard (1 January 2009).
210:
14:
2493:
2428:10.1108/978-1-78560-948-020161005
2383:
2285:. Bellingham, WA: Kirkdale Press.
1730:Whiteside, Steven Thomas (2014).
1590:Hurwitz, M.; Hurwitz, S. (2015).
1452:Thomas; Berg (24 December 2014).
1058:
1003:
865:
596:, an Atlanta, Georgia USA, based
253:In the franchising business model
2168:Leadership and Policy in Schools
1499:10.1097/00004650-199410000-00006
776:Following is passive. It's easy.
382:To participate in transformation
23:
2390:Journal of Leadership Education
2362:Journal of Leadership Education
2318:Journal of Leadership Education
2107:
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1566:Jackson, B.; Parry, K. (2011).
1559:
1551:Kouzes, J.; Posner, B. (2012).
1544:
1521:
1478:
1458:Journal of Leadership Education
1445:
1418:
1391:
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1329:
1301:
1266:
1257:
1248:
1176:
1149:
1122:
1109:
1089:Journal of Leadership Education
922:Journal of Leadership Education
734:Implicit Followership Theories
570:Study the CEOS's working style;
567:Leave your baggage at the door;
1042:
1025:
942:
909:
725:Leader-Member Exchange Theory
667:Academic followership theories
233:In education and the classroom
1:
2400:www.journalofleadershiped.org
2153:RNC Holistic Nursing Practice
2116:Journal of Leadership Studies
1947:Cain, Susan (24 March 2017).
1774:10.1080/15313220.2016.1180964
1373:Journal of Applied Psychology
1338:Journal of Applied Psychology
1323:10.1016/S0149-2063(00)00047-7
1131:Journal of Leadership Studies
858:
686:Kellerman, 2007 (Engagement)
206:Followership in organizations
2339:Prilipko, Evgenia V (2014).
2020:10.1016/j.leaqua.2012.10.005
903:10.1016/j.leaqua.2013.11.007
640:Gordon Curphy, Mark Roellig
573:Understand the CEO's agenda;
7:
2312:Morris (24 December 2014).
2225:Annual Review of Psychology
2195:Schindler, James H (2012).
1350:10.1037/0021-9010.90.5.1011
916:Riggio (24 December 2014).
265:In the hospitality industry
165:Stanley Milgram experiments
10:
2498:
2180:10.1076/lpos.2.2.141.15542
1607:Management Teaching Review
1385:10.1037/0021-9010.82.6.827
1039:Bingley, England: Emerald.
239:Kouzes & Posner (2012)
108:
2356:Read (24 December 2014).
2281:Hamlin Jr, Allen (2016).
1709:. John Wiley & Sons.
1487:Holistic Nursing Practice
1230:10.1108/00197850910939117
1170:10.1108/00251740510597752
614:organizational psychology
579:Be on your âAâ game; and,
224:In the nursing profession
2482:Organizational structure
2458:by Hurwitz & Hurwitz
2008:The Leadership Quarterly
1865:"Surviving Your New CEO"
1619:10.1177/2379298117717468
1553:The leadership challenge
1287:10.1177/1059601106286889
1015:"In Praise of Followers"
989:10.1177/0002831207304343
891:The Leadership Quarterly
843:Language of followership
598:Quick Service Restaurant
582:Offer objective options.
497:Organizational mentoring
127:The Book of the Courtier
2451:Followership Conference
2102:Rethinking Followership
1898:. Looking Glass Books.
1894:Collins, Jimmy (2013).
1869:Harvard Business Review
1019:Harvard Business Review
468:Dashboard communicating
462:Organizational agility:
2445:Embracing Followership
2420:Followership in Action
2297:The end of leadership.
2295:Kellerman, B. (2012).
2159:Thody, Angela (2003).
1921:Followership in action
699:Role Based Approaches
439:Hurwitz & Hurwitz
300:Models of followership
196:Leader-member exchange
45:by rewriting it in an
1311:Journal of Management
1117:Doubleday (publisher)
846:Courageous Conscience
691:Behavioral Attribute
503:Cascade communicating
474:Relationship building
364:Assume responsibility
170:James MacGregor Burns
2447:blog & resources
2251:Cain, Susan (2017).
840:Role of the Follower
761:It is a lesser role.
509:Relationship framing
491:Performance coaching
388:To take moral action
2410:Barbara Kellerman,
2375:10.12806/V13/I4/C14
2100:Kelley, R. (2008).
1682:Bell, Dawn (2007).
1158:Management Decision
564:Show your goodwill;
450:Decision advocating
138:Mary Parker Follett
2331:10.12806/V13/I4/C7
2213:About followership
1955:The New York Times
1471:10.12806/V13/I4/C5
1102:10.12806/V13/I4/C1
935:10.12806/V13/I4/C4
837:Follower qualities
558:Coyne & Coyne
360:followership are:
153:Jean Lipman-Blumen
84:, a role within a
47:encyclopedic style
34:is written like a
2437:978-1-78560-948-0
2128:10.1002/jls.21490
1905:978-1-929619-48-1
1716:978-1-118-03338-8
1438:978-1-4464-9318-2
1143:10.1002/jls.21494
742:
741:
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663:
398:Barbara Kellerman
161:Barbara Kellerman
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2078:Psychology Today
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2014:(6): 1043â1062.
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55:February 2020
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1934:Jossey-Bass.
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834:Leader(ship)
828:World Events
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782:Chapters 2-4
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650:Brown-nosers
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356:Ira Chaleff
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86:hierarchical
78:Followership
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2277:(2): 68â77.
2231:: 421â449.
961:(2): 68â77.
654:Criticizers
594:Chick-fil-A
259:franchising
2477:Leadership
2466:Categories
2349:1548328971
2343:(Thesis).
2205:1015169933
2199:(Thesis).
2061:: 137â185.
1818:2017-07-25
1783:10342/9921
1740:1501643317
1734:(Thesis).
1686:(Thesis).
1193:2017-07-25
1085:"Foreword"
1035:(pp. 3-13)
859:References
622:Adam Grant
607:Susan Cain
412:Bystanders
218:discretion
2188:110720247
1692:304723103
1627:148902700
1412:219108811
1295:145420120
997:220263425
424:Activists
120:Aristotle
2345:ProQuest
2245:18651820
2201:ProQuest
1881:17494251
1792:55846873
1736:ProQuest
1688:ProQuest
1515:43073861
1408:ProQuest
1358:16162073
677:Summary
646:Slackers
430:Diehards
406:Isolates
370:To serve
310:Summary
1971:Imprint
1507:7798346
1070:Imprint
831:Culture
674:Theory
307:Author
155:of the
131:Samurai
116:I Ching
109:History
41:Please
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682:Trait
82:leader
2368:(4).
2324:(4).
2184:S2CID
2164:(PDF)
1788:S2CID
1652:â93.
1623:S2CID
1511:S2CID
1464:(4).
1291:S2CID
1095:(4).
993:S2CID
928:(4).
784:) of
2432:ISBN
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1987:ISBN
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