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 -- 1.2.2. The Sociological Perspective -- 1.2.3. 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 -- References -- 2. 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.

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 -- 3.4. How the Components Interact to Create Authentic Followership -- 3.5. 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 -- 5. Comparing Followers and Subordinates: Accounting for the Effects of Organizational Hierarchy -- 5.1. Hierarchy and Individual Behavior -- 5.2. Human Dignity and Hierarchal Subordination -- 5.3. Discussion -- 5.3.1. Recommendations for Followership Research -- 5.3.2. Conclusion -- References -- PART 2: WHY DO PEOPLE FOLLOW? -- 6. Why Do People Follow? -- 6.1. The Psychoanalytic Explanation -- 6.2. The Cognitive-Psychological Explanation -- 6.3. The Social-Psychological Explanation -- 6.4. Psychoanalytic Interpretations: When Are They More Salient? -- 6.5. Cognitive-Psychological Interpretations: When Are They More Salient?.

6.6. Social-Psychological Explanations: When Are They More Salient? -- 6.7. Following Distant Leaders Vs Following Close Leaders -- 6.8. Conclusion -- References -- 7. Being Both Leaders and Followers: Advancing a Model of Leader and Follower Role Switching -- 7.1. LFS: Integrating the Domains of Leadership and Followership -- 7.2. LFS within Extant Leadership Literature -- 7.3. Key Tenets of LFS -- 7.4. Four Styles of LFS -- 7.4.1. Dynamism Style -- 7.4.2. Leader-Stasis Style -- 7.4.3. Follower-Stasis -- 7.4.4. Capsulation -- 7.5. Research Agenda -- 7.5.1. Operationalizing and Assessing LFS -- 7.5.2. Antecedents of LFS -- 7.5.2.1. Implicit theories -- 7.5.2.2. Leader and follower experiences -- 7.5.2.3. Organizational context -- 7.6. LFS and Work Outcomes -- 7.6.1. Job Satisfaction -- 7.6.2. Relationship Quality -- 7.6.3. Leadership Effectiveness -- 7.6.4. LFS and Extant Leadership Theories -- 7.7. Conclusion -- References -- 8. Leading to Develop Truly Effective Followers -- 8.1. Followership Development -- 8.1.1. Leaders, Followers, and the Development of Effective Followership -- 8.1.1.1. Building identities -- 8.1.1.2. Charismatic and transformational leadership and identity building -- 8.1.1.3. Intellectual stimulation and effective followership -- 8.1.1.4. Psychological safety, failure, and effective followership -- 8.1.1.5. Effective followers are positive -- 8.1.1.6. Setting high expectations -- 8.2. Future Research -- 8.3. Practitioner Implications -- References -- 9. Why and How Should Subordinates Follow Their Managers? -- 9.1. Why Should Subordinates Follow Their Managers? -- 9.1.1. Leadership Requires Followership -- 9.1.2. How Passive and Proactive Followership Support Leadership Decision-Making -- 9.2. How Should Subordinates Follow Their Managers? -- 9.2.1. Consideration of the Subordinate's Degree of Salient Expertise.

9.2.2. Consideration of the Manager's Trust in the Subordinate -- 9.2.3. Consideration of the Urgency of the Leadership Decision to Be Made -- 9.2.4. Consideration of Whether the Leadership Decision Can Realistically Be Changed -- 9.3. Conclusion -- References -- About the Editors -- About the Authors.