This edited volume explores the influence of role modelling as a process in the workplace; in particular, whether it can aid career development, offer psycho-social support, and provide the motivation and means to achieve goals. Chapters examine whether the dynamics of personal identification and self-belief can affect the way that role models are chosen, placing emphasis on geographical diversity and cultural aspects. By including studies of gender and followership in both American and Indian settings, the scholars and practitioners who contribute to this collection outline key aspects of role modelling, and its effect as a developmental tool in the workplace, from the perspective of the individual and organisations. This book is a valuable resource for academics interested in organisations, management, and diversity, as well as practitioners and policy-makers involved in leadership programmes, who will find its collection of both theoretical and empirical findings extremely useful.

Providing a deeper understanding of leadership, followership theory, and the follower as servant leader, this book provides employee and follower perspectives of servant leadership in the workplace. The collection brings together both empirical and conceptual research from around the globe to illustrate how the leader is seen through the lens of the follower. Topics discussed include organizational performance, empowerment, competency models, diversity in the workplace, and social roles and stereotypes. With contributions from a range of skilled authors, Servant Leadership and Followership not only provides an overview of servant leadership, but also offers insightful ways for organizations to adapt and progress in line with the shifting moral demands of today’s workplace.

Addressing the area of shared leadership, also known as collective or distributed leadership, this edited book embraces the underlying idea that leadership is a dynamic process that intersects closely with followership. While some authors present rigorously researched qualitative and quantitative case studies that investigate the dynamics of followership in distributive leadership in terms of collective decision-making, leadership identity, roles and demographic composition of groups in a variety of settings, other authors take a critical look at distributed leadership models by viewing them through the lens of nature and ecosystems as well as human development processes. The chapters aim to inspire readers to challenge the current definition of leadership and explore more inclusive and holistic paradigms. Distributed Leadership provides a comprehensive and constructive contribution to the field of leadership and will be an essential read for academics and scholar-practitioners interested in business management.

Examining perceptions of leaders which are dependent on social and cultural contexts, this edited collection argues that in order to thrive and to understand the future business landscape, leaders must be inclusive and create followership. With existing research tending to conflate leadership roles with notions of masculinity and agency, this study provides examples of how to alter and challenge prevalent stereotypes and ultimately contribute to greater organisational effectiveness. Addressing the under-representation of women in leadership roles, contributions explore inclusivity and exclusivity in leading organisations, the politics of gendered differences and the value of leader-follower dynamics. Inclusive Leadership will be of great use to business leaders, employees, policy-makers, and academics seeking practical implications for formulating effective leader-follower strategies in organisations.

This book shines a spotlight on two missing foci of authentic leadership research: international and follower perspectives. The concept of ‘authenticity’ has been in vogue since the times of Greek philosophy, but it wasn’t until the 1990s that leadership scholars seriously began to study the topic of authentic leadership. This new collection brings together empirical research and theoretical contributions to provide insights into the follower perspectives of authentic leadership around the world. Covering topics such as leader self-awareness, gender, psychological capital, embodied leadership and followership, and unethical conduct, the book features a Foreword written by William L. Gardner, one of the original scholars on authentic leadership.

This edited volume explores the influence of role modelling as a process in the workplace; in particular, whether it can aid career development, offer psycho-social support, and provide the motivation and means to achieve goals. Chapters examine whether the dynamics of personal identification and self-belief can affect the way that role models are chosen, placing emphasis on geographical diversity and cultural aspects. By including studies of gender and followership in both American and Indian settings, the scholars and practitioners who contribute to this collection outline key aspects of role modelling, and its effect as a developmental tool in the workplace, from the perspective of the individual and organisations. This book is a valuable resource for academics interested in organisations, management, and diversity, as well as practitioners and policy-makers involved in leadership programmes, who will find its collection of both theoretical and empirical findings extremely useful.

Providing a deeper understanding of leadership, followership theory, and the follower as servant leader, this book provides employee and follower perspectives of servant leadership in the workplace. The collection brings together both empirical and conceptual research from around the globe to illustrate how the leader is seen through the lens of the follower. Topics discussed include organizational performance, empowerment, competency models, diversity in the workplace, and social roles and stereotypes. With contributions from a range of skilled authors, Servant Leadership and Followership not only provides an overview of servant leadership, but also offers insightful ways for organizations to adapt and progress in line with the shifting moral demands of today’s workplace.

Addressing the area of shared leadership, also known as collective or distributed leadership, this edited book embraces the underlying idea that leadership is a dynamic process that intersects closely with followership. While some authors present rigorously researched qualitative and quantitative case studies that investigate the dynamics of followership in distributive leadership in terms of collective decision-making, leadership identity, roles and demographic composition of groups in a variety of settings, other authors take a critical look at distributed leadership models by viewing them through the lens of nature and ecosystems as well as human development processes. The chapters aim to inspire readers to challenge the current definition of leadership and explore more inclusive and holistic paradigms. Distributed Leadership provides a comprehensive and constructive contribution to the field of leadership and will be an essential read for academics and scholar-practitioners interested in business management.

Examining perceptions of leaders which are dependent on social and cultural contexts, this edited collection argues that in order to thrive and to understand the future business landscape, leaders must be inclusive and create followership. With existing research tending to conflate leadership roles with notions of masculinity and agency, this study provides examples of how to alter and challenge prevalent stereotypes and ultimately contribute to greater organisational effectiveness. Addressing the under-representation of women in leadership roles, contributions explore inclusivity and exclusivity in leading organisations, the politics of gendered differences and the value of leader-follower dynamics. Inclusive Leadership will be of great use to business leaders, employees, policy-makers, and academics seeking practical implications for formulating effective leader-follower strategies in organisations.

This edited volume explores the influence of role modelling as a process in the workplace; in particular, whether it can aid career development, offer psycho-social support, and provide the motivation and means to achieve goals. Chapters examine whether the dynamics of personal identification and self-belief can affect the way that role models are chosen, placing emphasis on geographical diversity and cultural aspects. By including studies of gender and followership in both American and Indian settings, the scholars and practitioners who contribute to this collection outline key aspects of role modelling, and its effect as a developmental tool in the workplace, from the perspective of the individual and organisations. This book is a valuable resource for academics interested in organisations, management, and diversity, as well as practitioners and policy-makers involved in leadership programmes, who will find its collection of both theoretical and empirical findings extremely useful.

Providing a deeper understanding of leadership, followership theory, and the follower as servant leader, this book provides employee and follower perspectives of servant leadership in the workplace. The collection brings together both empirical and conceptual research from around the globe to illustrate how the leader is seen through the lens of the follower. Topics discussed include organizational performance, empowerment, competency models, diversity in the workplace, and social roles and stereotypes. With contributions from a range of skilled authors, Servant Leadership and Followership not only provides an overview of servant leadership, but also offers insightful ways for organizations to adapt and progress in line with the shifting moral demands of today’s workplace.

Addressing the area of shared leadership, also known as collective or distributed leadership, this edited book embraces the underlying idea that leadership is a dynamic process that intersects closely with followership. While some authors present rigorously researched qualitative and quantitative case studies that investigate the dynamics of followership in distributive leadership in terms of collective decision-making, leadership identity, roles and demographic composition of groups in a variety of settings, other authors take a critical look at distributed leadership models by viewing them through the lens of nature and ecosystems as well as human development processes. The chapters aim to inspire readers to challenge the current definition of leadership and explore more inclusive and holistic paradigms. Distributed Leadership provides a comprehensive and constructive contribution to the field of leadership and will be an essential read for academics and scholar-practitioners interested in business management.

Examining perceptions of leaders which are dependent on social and cultural contexts, this edited collection argues that in order to thrive and to understand the future business landscape, leaders must be inclusive and create followership. With existing research tending to conflate leadership roles with notions of masculinity and agency, this study provides examples of how to alter and challenge prevalent stereotypes and ultimately contribute to greater organisational effectiveness. Addressing the under-representation of women in leadership roles, contributions explore inclusivity and exclusivity in leading organisations, the politics of gendered differences and the value of leader-follower dynamics. Inclusive Leadership will be of great use to business leaders, employees, policy-makers, and academics seeking practical implications for formulating effective leader-follower strategies in organisations.

This book shines a spotlight on two missing foci of authentic leadership research: international and follower perspectives. The concept of ‘authenticity’ has been in vogue since the times of Greek philosophy, but it wasn’t until the 1990s that leadership scholars seriously began to study the topic of authentic leadership. This new collection brings together empirical research and theoretical contributions to provide insights into the follower perspectives of authentic leadership around the world. Covering topics such as leader self-awareness, gender, psychological capital, embodied leadership and followership, and unethical conduct, the book features a Foreword written by William L. Gardner, one of the original scholars on authentic leadership.

This edited volume explores the influence of role modelling as a process in the workplace; in particular, whether it can aid career development, offer psycho-social support, and provide the motivation and means to achieve goals. Chapters examine whether the dynamics of personal identification and self-belief can affect the way that role models are chosen, placing emphasis on geographical diversity and cultural aspects. By including studies of gender and followership in both American and Indian settings, the scholars and practitioners who contribute to this collection outline key aspects of role modelling, and its effect as a developmental tool in the workplace, from the perspective of the individual and organisations. This book is a valuable resource for academics interested in organisations, management, and diversity, as well as practitioners and policy-makers involved in leadership programmes, who will find its collection of both theoretical and empirical findings extremely useful.

Providing a deeper understanding of leadership, followership theory, and the follower as servant leader, this book provides employee and follower perspectives of servant leadership in the workplace. The collection brings together both empirical and conceptual research from around the globe to illustrate how the leader is seen through the lens of the follower. Topics discussed include organizational performance, empowerment, competency models, diversity in the workplace, and social roles and stereotypes. With contributions from a range of skilled authors, Servant Leadership and Followership not only provides an overview of servant leadership, but also offers insightful ways for organizations to adapt and progress in line with the shifting moral demands of today’s workplace.

Addressing the area of shared leadership, also known as collective or distributed leadership, this edited book embraces the underlying idea that leadership is a dynamic process that intersects closely with followership. While some authors present rigorously researched qualitative and quantitative case studies that investigate the dynamics of followership in distributive leadership in terms of collective decision-making, leadership identity, roles and demographic composition of groups in a variety of settings, other authors take a critical look at distributed leadership models by viewing them through the lens of nature and ecosystems as well as human development processes. The chapters aim to inspire readers to challenge the current definition of leadership and explore more inclusive and holistic paradigms. Distributed Leadership provides a comprehensive and constructive contribution to the field of leadership and will be an essential read for academics and scholar-practitioners interested in business management.

Examining perceptions of leaders which are dependent on social and cultural contexts, this edited collection argues that in order to thrive and to understand the future business landscape, leaders must be inclusive and create followership. With existing research tending to conflate leadership roles with notions of masculinity and agency, this study provides examples of how to alter and challenge prevalent stereotypes and ultimately contribute to greater organisational effectiveness. Addressing the under-representation of women in leadership roles, contributions explore inclusivity and exclusivity in leading organisations, the politics of gendered differences and the value of leader-follower dynamics. Inclusive Leadership will be of great use to business leaders, employees, policy-makers, and academics seeking practical implications for formulating effective leader-follower strategies in organisations.