000			02828cam a2200385 a 4500
001			ocn156815223
003			OCoLC
005			20251028093157.0
008			070806s2008 mau b 001 0 eng
010			_a 2007031572
035			_a(Sirsi) i9781422103685
035			_a(Sirsi) i9781422103685
040			_aDLC _beng _cDLC _dYDX _dBTCTA _dBAKER _dYDXCP _dUKM _dZS3 _dBWX _dIXA _dCZL _dNOR _dLMR _dXXH _dSMP _dIAT _dCQU _dTEX _dNLGGC _dCHVBK _dSEO _dYBM _dOCLCQ _dVF$
015			_aGBA790970 _2bnb
016	7		_a014276477 _2Uk
020			_a9781422103685
020			_a1422103684
035			_a(OCoLC)156815223
050	0	0	_aHD 57.7 _b.K4477 2008
049			_aVF$A
100	1		_aKellerman, Barbara.
245	1	0	_aFollowership : _bhow followers are creating change and changing leaders / _cBarbara Kellerman.
260			_aBoston, Mass. : _bHarvard Business School Press, _cc2008.
300			_axxii, 305 p. ; _c25 cm.
490	1		_aLeadership for the common good
504			_aIncludes bibliographical references and index.
505	0		_a1: Seeing followers -- Fictions -- Facts -- Relationships -- Types -- 2: Being a follower -- Bystanders : Nazi Germany -- Participants : Merck -- Activists : voice of the faithful -- Diehards : operation Anaconda -- 3: Future followers -- Values -- Transformations.
520			_aThis 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.
650		0	_aLeadership.
650		0	_aOrganizational behavior.
653			_aFollowership.
830		0	_aLeadership for the common good.
856	4	1	_3Table of contents only _uhttp://catdir.loc.gov/catdir/toc/ecip0724/2007031572.html
999			_c129752 _d129752