Cited a number of studies that point to a false dichotomy between leaders and followers. Amar (2001) described leadership and followership as intertwined concepts that cannot be separated from one another. In fact, the practice of Japanese business schools is to teach leadership and followership as two integrated facets (Amar, 2001). If leadership is a relationship between a leader and follower (Rost, 1991), why are we, as higher education faculty and practitioners, so focused on only one half of the equation: the leader? When we examine the countless research articles, books, and conferences, it is clear that more attention has been paid to leaders than followers.
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- A Leader Needs To Know His Strengths
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Publication Date: December 01, 2007
Countless studies, workshops, and books have focused on leaders--the charismatic ones, the retiring ones, even the crooked ones. Virtually no literature exists about followers, however, and the little that can be found tends to depict subordinates as an amorphous group or explain their behavior in the context of leaders' development. Some works even fail to sufficiently distinguish among varying types of followers--barely registering the fact that those who tag along mindlessly are a breed apart from those who are deeply devoted and consciously, actively involved. These distinctions have critical implications for the way leaders should lead and managers should manage, according to Kellerman, a professor at Harvard's Kennedy School of Government. Additionally, today's followers are influenced by a range of cultural and technological changes that have affected what they want and how they view and communicate with their ostensible leaders. In this article, Kellerman explores the evolving dynamic between leaders and subordinates and offers a typology that managers can use to determine and appreciate how their followers are different from one another. Using the level of engagement with a leader or group as a defining factor, the author segments followers into five types: Isolates are completely detached, they passively support the status quo with their inaction. Bystanders are free riders who are somewhat detached, depending on their self-interests. Participants are engaged enough to invest some of their own time and money to make an impact. Activists are very much engaged, heavily invested in people and process, and eager to demonstrate their support or opposition. And diehards are so engaged they're willing to go down with the ship--or throw the captain overboard.Product #: R0712F-PDF-ENG
|The author of the book:John C. Maxwell|
Format files: PDF, EPUB
The size of the: 34.85 MB
Edition: Nelson, Thomas, Inc.
Date of issue: 1/3/2003
Description of the book 'Attitude 101: What Every Leader Needs to Know':
Attitude can make or break you and the people you lead.
Good attitudes on a team do not guarantee its success, but bad attitudes guarantee its ruin. So says New York Times best-selling author and leadership expert John C. Maxwell in this highly practical primer, Attitude 101. Anyone who has PDF tried to lead people with bad attitudes knows the frustration it can bring.
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With this concise and reader-friendly guidebook, you can master attitude issues. Learn to:
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Attitude is contagious!
You want to make sure your team is catching the right one!
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