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Followership : What is it and why do people follow?.
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 le...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Bradford :
Emerald Group Publishing Limited,
2014.
©2014 |
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 016 | 7 | |a 016739141 |2 Uk | |
| 020 | |a 9781783505166 | ||
| 020 | |a 1783505168 | ||
| 029 | 1 | |a DEBBG |b BV044068498 | |
| 035 | |a (OCoLC)881165581 | ||
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| 082 | 0 | 4 | |a 658 |a 658.4092 |
| 049 | |a UAMI | ||
| 100 | 1 | |a Lapierre, Laurent. | |
| 245 | 1 | 0 | |a Followership : |b What is it and why do people follow?. |
| 260 | |a Bradford : |b Emerald Group Publishing Limited, |c 2014. | ||
| 264 | 4 | |c ©2014 | |
| 300 | |a 1 online resource (193 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Cover; Followership: What is it and why do People Follow?; Copyright Page; Contents; List of Contributors; Introduction and Book Overview; Overview of Chapters; References; PART 1: WHAT IS FOLLOWERSHIP?; 1. Exploring Historical Perspectives of Followership: The Need for an Expanded View of Followers and the Follower Role; 1.1. Images of Followers throughout History; 1.1.1. Accounts of Followership from Homer's Iliad; 1.1.2. Feudal Japan; 1.1.3. Nazi Germany; 1.1.4. Jim Jones and the People's Temple; 1.2. Academic Treatments of Followership; 1.2.1. The Evolutionary Perspective. | |
| 505 | 8 | |a 1.2.2. The Sociological Perspective1.2.3. The Psychological Perspective; 1.2.4. Summary; 1.3. Followership for a New Era: Redefining the Follower Role; 1.3.1. Follower Role Orientations; 1.3.1.1. The passive follower; 1.3.1.2. The anti-authoritarian follower; 1.3.1.3. The proactive follower; 1.4. Blending the Old with the New: An Expanded View of Followership; 1.4.1. Followers Get the Job Done; 1.4.2. Followers Work in the Best Interest of the Organization's Mission; 1.4.3. Followers Challenge Leaders; 1.4.4. Followers Support the Leader; 1.4.5. Followers Learn from Leaders; 1.5. Conclusion. | |
| 504 | |a References2. Exploring the ""Flip Side"" of the Coin: Do Authentic Leaders Need Authentic Followers?; 2.1. Authenticity in the Fluidity of Leadership and Followership; 2.2. The Follower Label: Another "F Word"?; 2.3. Authentic Followers: Why Follow?; 2.4. Authentic Leadership Theory; 2.5. Authentic Followers' Impact on Authentic Leaders; 2.6. Authentic Followers and Organizational Outcomes; 2.7. Authentic Followership: A Construct for the Modern Organization; 2.8. Implications for Practice and Research; References; 3. A New Conceptual Framework for Authentic Followership. | ||
| 505 | 8 | |a 3.1. Why Do Leaders and Firms Need Authentic Followership?3.2. The Emergence of the New Conceptual Framework for Authentic Followership; 3.3. Defining the New Conceptual Framework of Authentic Followership; 3.3.1. Defining Authenticity; 3.3.2. Defining Authentic Followership; 3.3.3. Components of the New Conceptual Framework of Authentic Followership; 3.3.3.1. Individual: Follower's psychological capacity for authenticity; 3.3.3.2. Dyadic relationships: Follower's secure attachment to the leader/s; 3.3.3.3. Organisational level: Positive organisational culture and political conditions. | |
| 505 | 8 | |a 3.4. How the Components Interact to Create Authentic Followership3.5. Under What Conditions Is Authentic Followership Not Possible?; 3.6. Conclusion; Acknowledgements; References; 4. The Fluid Nature of Follower and Leader Roles; 4.1. Introduction; 4.2. The Integration of Leadership and Followership; 4.3. What Is a Follower?; 4.3.1. The Rosenbach, Pittman, and Potter III Model; 4.4. What Do Followers Do?; 4.4.1. Preliminary Research Findings about Performance Behaviors; 4.4.2. The Dual Roles of Leaders and Followers; 4.4.3. Relationship Behaviors; 4.5. Conclusion; References. | |
| 500 | |a 5. Comparing Followers and Subordinates: Accounting for the Effects of Organizational Hierarchy. | ||
| 520 | |a 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. | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Followership. | |
| 650 | 0 | |a Organizational effectiveness. | |
| 650 | 0 | |a Leadership. | |
| 650 | 2 | |a Leadership | |
| 650 | 6 | |a Subordination. | |
| 650 | 6 | |a Efficacité organisationnelle. | |
| 650 | 6 | |a Leadership. | |
| 650 | 7 | |a Followership |2 fast | |
| 650 | 7 | |a Leadership |2 fast | |
| 650 | 7 | |a Organizational effectiveness |2 fast | |
| 700 | 1 | |a Carsten, Melissa K. | |
| 758 | |i has work: |a Followership (Text) |1 https://id.oclc.org/worldcat/entity/E39PCGjcgDWvFJdd4Cd8xct6gC |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Lapierre, Laurent. |t Followership : What is it and why do people follow? |d Bradford : Emerald Group Publishing Limited, ©2014 |z 9781783505159 |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=1695943 |z Texto completo |
| 938 | |a Coutts Information Services |b COUT |n 28499508 | ||
| 938 | |a EBL - Ebook Library |b EBLB |n EBL1695943 | ||
| 938 | |a ProQuest MyiLibrary Digital eBook Collection |b IDEB |n cis28499508 | ||
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