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Emerald Group Publishing Limited
Copyright © 2016 Emerald Group Publishing Limited
Rob Koonce has published on subjects ranging from leadership to metabolic disease and has spent the past three decades working in business, education, medicine, and the legal profession. As a professor, social entrepreneur, and consultant, Rob now enjoys utilizing his life experiences to help others think more boldly about the world around them. Recognized as a leading voice in followership, Rob serves as the 2016 chair of the Leadership Development Member Interest Group (MIG) for the International Leadership Association (ILA). As the 2014–2015 chair of the ILA Followership Learning Community (FLC), he originated and co-developed the 2014 International Followership Symposium with Ira Chaleff and served as the guest editor for the symposium’s published proceedings. He serves on the Editing Advisory Board of the Journal of Leadership Education and the Editorial Board of the Creighton Journal of Interdisciplinary Leadership. Rob obtained his doctorate in organizational leadership and holds a MBA in entrepreneurship and a master’s degree in organizational learning.
Michelle C. Bligh is Professor of organizational behavior and leadership at Neoma Business School in France. Published in over a dozen academic journals, and recognized by The Leadership Quarterly as one of the top 50 most cited authors of the last decade, she also serves on the Review Board of The Leadership Quarterly and as an associate editor of Leadership. Prior to joining Neoma, Michelle was a professor at the Drucker–Ito School of Management at Claremont Graduate University (USA), where she served as Associate Dean. She has taught leadership and change management around the globe, including Europe, Asia, North America, and Latin America. She regularly consults with organizations in the areas of leadership development, organizational culture, and change management in a variety of industries, including law enforcement, finance, healthcare, and real estate. Michelle received her doctorate in management and organizational behavior and her master’s degree in organizational culture and communication.
Melissa K. Carsten is Associate Professor of management at Winthrop University in Rock Hill, South Carolina. Prior to joining the faculty at Winthrop, she was a post-doctoral fellow in leadership at the University of Nebraska. Her research seeks to understand how followers’ role beliefs and behaviors affect leaders and leadership processes in organizations, and how followers can work with leaders to form effective partnerships. Melissa has written several book chapters on leadership and followership, and has published her research in refereed journals such as The Leadership Quarterly, Journal of Organizational Behavior, Organization Management Journal, Journal of Leadership and Organizational Studies, and Organizational Dynamics. Melissa serves on the Editorial Board of Group and Organization Management and is an active member of the Network of Leadership Scholars. She has also consulted for both public and private organizations to build leadership development programs and conduct culture change initiatives. Her doctorate is in organizational psychology and her master’s degree is in industrial-organizational psychology.
Marc Hurwitz is Co-author of Leadership is Half the Story: A Fresh Look at Followership, Leadership, and Collaboration (University of Toronto Press, 2015), Marc is the Co-founder and Chief Insight Officer of FliPskills, a training and development company that focuses on Followership, leadership, innovation, and Partnerships (FliP). For over 10 years Marc was a consulting partner with Thinkx, one of the top creativity firms in North America. With its founder, Tim Hurson (Think Better, McGraw-Hill), Marc co-developed new techniques for creativity that have been adopted by companies and consultants across America, Mexico, Europe, and Africa. Recognized with numerous awards for teaching, academic achievement, speaking, professional training, acting, and poetry, he is on faculty at the Conrad Business, Entrepreneurship and Technology Centre, University of Waterloo where he teaches business and entrepreneurial skills to graduate and undergraduate students. He holds a doctorate in cognitive neuroscience, a MBA, and master’s degrees in physics and mathematics and combines that with many years of corporate, executive, and entrepreneurial experience in diverse areas from Marketing to HR to Actuarial.
- Section I: Business
- Chapter 1 All in “The Family”: Leading and Following through Individual, Relational, and Collective Mindsets
- Chapter 2 A Match Made of Mission
- Chapter 3 Followers Alert a Leader
- Chapter 4 The Acquired Executive
- Chapter 5 Integrating Conflict and Releasing Creative Energy: A Case for Mary Parker Follett
- Chapter 6 Corporate President as Follower
- Chapter 7 In Whom Do We Invest?
- Chapter 8 Followership and the Paradox of Promotion
- Chapter 9 Just in Time Followership
- Chapter 10 Diversity, Inclusion, and Followership
- Chapter 11 The Importance of Followership and Reputation in an HR Consulting Firm
- Chapter 12 Dancing Leader
- Section II: Education and the Arts
- Chapter 13 Shattered Dream of a University Professor
- Chapter 14 Artist as Apprentice: Reexamining Distance in the Leader-Follower Relationship
- Chapter 15 Online Cybersecurity Courses: Dissent and Followership
- Chapter 16 Who’s in Charge of a Residential College?: Student-led Seminars as an Example of Followership in Action
- Chapter 17 Followership in Service Organizations: An English Secondary School Case of Distributed Leadership
- Section III Ethics, Government, and Military
- Chapter 18 The Interplay of Follower and Leader Ethics: A Case Study of the Film “The Wave”
- Chapter 19 Leaders, Followers, and Failures at the VHA
- Chapter 20 To Follow or not to Follow? A Tale of Corrupt Power and Unethical Leadership
- Chapter 21 Followership, Hierarchies, and Communication: Achieving or Negotiating Buy-in within the Public Sector?
- Chapter 22 A Mistake in the Numbers
- Chapter 23 Responding to Perceptions of Electoral Fraud: Followership, Emotions, and Collective Action from Malaysia’s 13th General Election
- Chapter 24 Leading from the Middle: Effective Followership
- Chapter 25 Bernie Madoff’s Inner Circle
- About the Editors
- About the Authors
- Case Matrix