Followership: How Followers Are Creating Change and Changing Leaders (Center for Public Leadership)

Kellerman, Barbara

ISBN 10: 1422103684 / ISBN 13: 9781422103685

Edité par Harvard Business Review Press, 2008

A propos de cet article

This item is in overall acceptable condition. Covers and dust jackets are intact but may have heavy wear including creases, bends, edge wear, curled corners or minor tears as well as stickers or sticker-residue. Pages are intact but may have minor curls, bends or moderate to considerable highlighting/ writing. Binding is intact; however, spine may have heavy wear. Digital codes may not be included and have not been tested to be redeemable and/or active. A well-read copy overall. Please note that all items are donated goods and are in used condition. Orders shipped Monday through Friday! Your purchase helps put people to work and learn life skills to reach their full potential. Orders shipped Monday through Friday. Your purchase helps put people to work and learn life skills to reach their full potential. Thank you!

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Détails bibliographiques

• Titre: Followership: How Followers Are Creating Change and Changing Leaders (Center for Public Leadership)
• Éditeur: Harvard Business Review Press
• Date de parution: 2008
• Langue: anglais
• ISBN à 10 chiffres: 1422103684
• ISBN à 13 chiffres: 9781422103685
• Reliure: Couverture rigide
• État de l'article: Acceptable

A propos de ce titre

Synopsis

This groundbreaking volume provides the first sweeping view of followers in relation to their leaders, deliberately departing from the leader-centric approach that dominates our thinking about leadership and management. 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. Thanks to Followership, we can finally appreciate the ways in which those with relatively fewer sources of power, authority, and influence are consequential. Moreover, 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. The latter are every bit as important as the former, which makes this book required reading for superiors and subordinates alike.

À propos de l?auteur

Barbara Kellerman is James MacGregor Burns Lecturer in Public Leadership at Harvard University's Kennedy School of Government. Among her many books on leadership, she is author of Bad Leadership: What It Is, How It Happens, Why It Matters.