We need to be able to frame leadership without automatically starting with the concept of a leader and followers in an asymmetrical influence relationship. We need some ways to think about leadership beyond leaders and followers.

We need to be able to frame leadership without automatically starting with the concept of a leader and followers in an asymmetrical influence relationship. We need some ways to think about leadership beyond leaders and followers.

"Leadership" is a lucrative business. Every year, companies and organizations spend billions of dollars on it. However, there is very little scientific evidence suggesting that leaders are as important as we are given to think. In fact, scientists cannot even agree on what differentiates a leader from a non-leader. To make matters worse, the focus on leaders has led to people neglecting the role of followers. Consequently, the world is oblivious of the power and influence hidden in true followership. In this thought-provoking book, Christian Monö examines the most fundamental questions about leadership and followership. What is a leader and how are they important? Why do people follow leaders; is it in our genes to do so or or is it a constructed phenomenon? By approaching these issues from a follower perspective, Monö explores the true nature of both followership and leadership. In the process, he exposes and confronts many assumptions regarding leaders and followers; assumptions that greatly influence how we run our companies, organizations and even countries.

The article focuses on how leadership is defined as leaders' influence on followers. It is said that this definition is problematic because of how it makes narrow the concept of leadership and how it disregards asymmetrical influence relationship. Moreover, it mentions the need to consider and understand peer or collaborative leadership. It is suggested that, by seeing leadership as a collaborative effort, one is able to understand that "talking about what to do" can be a form of leadership, despite the lack of influence relationship.

A brief summary of management and leadership following a scenario that aids in understanding the forces and concepts involved in being a leader, regardless of the present placement with the organizational hierarchy, from a perspective of a systems approach. With learning as the core, the author takes us on a brief and concise journey of organizational theory and practice, leadership. teams, followership, mentorship, stewardship, responsibilities of a protege, and the art of supervision on the way to management. Understanding the concepts is the goal, and a no-nonsense approach with references to additional reading is provided.

From one of the pioneers in the field of leadership studies comes a provocative reassessment of how people lead in the digital age: in The End of Leadership, Barbara Kellerman reveals a new way of thinking about leadership—and followership—in the twenty-first century. Building off of the strengths and insights of her work as a scholar and a teacher, Kellerman critically reexamines our most strongly-held assumptions about the role of leadership in driving success. Revealing which of our beliefs have become dangerously out-of-date thanks to advances in social media culture, she also calls into question the value of the so-called “leadership industry” itself. Asking whether leadership can truly be taught, Kellerman forces us to think critically and expansively about how to thrive as leaders in a global information age.

An experienced leader and trainer explains how managers and leaders can find compassionate ways of facilitating change in their organizationsDrawing on deep experience of developing leaders from a wide range of public sector, private sector, community, and non-government organizations; as well as on Buddhist principles; Geoff Aigner identifies the inner tensions and work involved in making change. Offering an alternative to typical hardline approaches to leadership, he challenges common assumptions leaders make about themselves and their motivations, and offers strategies to develop fresh, eff.

The Art of Followership puts dynamic leader-follower interaction at the forefront of discussion. It examines the multiple roles followers play and their often complex relationship to leaders. With contributions from leading scholars and practitioners from the burgeoning field of leadership/followership studies, this groundbreaking book outlines how followers contribute to effective leadership and to organizations overall. Drawing from various disciplines?from philosophy, to psychology and management, to education?the book defines followership and its myriad meanings. The Art of Followership explores the practice and research that promote positive followership and reveals the part that followers play in setting the standards and formulating the culture and policies of the group. The contributors include new models of followership and explore fresh perspectives on the contributions that followers make to groups, organizations, societies, and leaders. The book also explores the most current research on followership and includes insights and perspectives on the future of leader-follower relationships.

Can we really run organizations without leaders? Yes, says organizational consultant Jeffery Nielson in this provocative book. According to Nielsen, it’s time to stop structuring businesses as “rank-based” organizations run by a privileged elite who are so isolated from the front lines that they are downright counterproductive. Debunking the leadership myth, Nielsen calls for an end to leader-based corporate hierarchies, which foster secrecy, encourage miscommunication, and steal the joy and dignity from work. His new paradigm is the “peer-based” organization. No matter how you feel about Nielsen’s theory of leaderless organizations, you are sure to find this book thought provoking. It will challenge your assumptions about the role of leadership in modern organizations.

This handbook focuses on the contribution of management and employment practices to the health and wellbeing of workers. It provides readers with a comprehensive oversight of the latest research and thinking on these issues, with content provided by leading researchers in each of the fields covered. This reference work is divided into six sections that cover leadership, change management, human resource management practices, managing disabilities, work-life interfaces, and emerging challenges. The topics covered represent an interdisciplinary perspective, integrating psychology, social sciences, biomedical sciences, economics, employment relations and management. Through a spectrum of chapters this volume provides the best available scientific evidence to professionals and stakeholders on the interplay between management practices, health and wellbeing.