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This paper provides leadership educators with a resource for teaching followership. It presents a lesson for teaching students about followership in contemporary society by including key concepts and follower characteristics followed by class activities and assignments designed to engage students in active learning and self-reflective processes. A dose of whimsy enhances this lesson with the use of a YouTube video that eloquently and humorously illustrates the crucial role followers play in organizational life.

TED Talks are short videos of experts talking about a variety of topics. This paper outlines six TED Talks that connect with the leadership literature and topics commonly taught with an explanation of how they enhance teaching about a corresponding leadership topic. The researcher shares how introducing TED talks related to leadership can stimulate critical thinking about leadership while keeping the class interesting.

Leadership is filled with concepts that often do not have an agreed upon definition. The purpose of this paper is to share a learning activity that provokes students’ thinking about the nature of leadership using six leadership definitions. This activity is a dynamic starting place to explore what leadership is and is not, how it differs from management, a historical perspective of leadership, and students’ diverse perspectives about leadership. This activity is a straightforward, critical thinking exercise that offers a conduit to a deeper understanding that how we define leadership says something about what we value in a leader. We suggest modifications to this definitional exercise and discuss how to use it in different teaching environments.

Leader credibility is often discussed in literature. Although the literature discusses many facts related to building leader credibility, organized and structured knowledge of how leaders build leader credibility is missing. The present study's purpose is to begin closing that gap by drawing concepts from the literature related to building leader credibility, categorizing them into relevant constructs and building a model. The present study provides a foundation, built from items drawn from peer-reviewed literature, for future research on how leaders build credibility.

The authors reviewed 66 articles discussing or exploring building leader credibility. From those articles, they drew potential leader credibility antecedents. They analyzed the antecedents, seeking to group them into understandable constructs that provide a building leader credibility model. Seeking nomological validity (evidence that our building leader credibility constructs reflect real-world thinking), they conducted an open-ended survey to compare what practitioners say builds leader credibility to our model.

The leader credibility antecedents the authors drew from the literature fell into two dimensions: competence and character. The competence antecedents fell into three subdivisions: interpersonal competence, technical competence and leader competence. The character antecedents fell into two subdivisions: character behaviors and character attributes. Responses from our open-ended survey fit our five subdimensions for building leader credibility, providing some nomological validity for our model.

The authors’ model may help practitioners see the big picture of building leader credibility, develop specific tactics for building leader credibility and provide a basis for assessing their building leader credibility approach.

Although leader credibility is vastly researched and leader credibility antecedents are discussed or explored, a big-picture model of building leader credibility is lacking. This study pursues a path previously not taken, developing a credibility-building model drawn from concepts presented in the literature.

The purpose of this paper is to propose a conceptual model describing potential relationships among transformational leadership, charisma, credibility and organizational performance.

This paper is conceptual, based on a review of current transformational leadership, charisma and credibility literature.

The authors present a model where credibility is an antecedent of transformational leadership; transformational leadership has a positive effect on organizational performance; and charisma positively moderates the relationship between transformational leadership and organizational performance.

A model to integrate credibility into transformational leadership research is proposed.

This paper considers credibility as an important attribute of transformational leadership, and thus credibility may have significant implications for practitioners in leadership development strategies.

Currently, there is a lack of research on the role of credibility in leadership. The authors discuss the importance of measuring leader credibility and generating a credibility scale.

While Dolly Parton may be best known for her distinguished music career, her philanthropic and community work is equally impressive. This paper explains how Parton’s work in these areas can illustrate the principles of authentic leadership from a popular media perspective. Parton’s popularity and wide range of fans across generations and demographics make a case study of her work a poignant and effective pedagogical tool as an introduction to authentic leadership. We share an array of resources in popular media that includes videos, podcasts, and popular press articles and offer questions to facilitate class discussion and about the qualities of an authentic leader.

The purpose of this study is to examine the potential relationship between generational membership and perspectives on female leadership.

Participants from Generation X (birth years from 1961 to 1980) and Generation Y (birth years from 1981 to 2000) rated 10 descriptor words, which came from Kouzes and Posner’s ten most admired leadership characteristics. Participants were put into three gender conditions: rating a male leader, female leader or gender-neutral leader.

Differences did not emerge for the gender conditions, probably due to the methodology implemented. However, findings indicated that Generation X members admired competency and honesty more than Generation Y members, while Generation Y members admired ambitiousness and determination more than Generation X members.

By examining the perceptions of different generations, we can begin to track potential changes in this country’s perspective on female leadership.

This study addresses how generation may be specifically linked to attitudes toward leadership; however, few empirical research projects have been done on the subject. Because this area of research has not been explored thoroughly, the present study has the potential to yield new and illuminating results. The present study may be one of the first steps in determining if our views on female leadership are changing.

The purpose of this paper is to explore credibility, as an alternative to charisma, as an important attribute of transformational and authentic leadership. 10;

This is a conceptual paper. From leadership literature, we discuss transformational leadership, authentic leadership, charisma, and credibility. The literature on leadership and credibility is limited, yet we provide relevant examples.

The authors conclude that credibility, rather than charisma, provides a more accessible and ethical framework to capture the essence of transformational and authentic leadership. Yet, charisma may enhance leadership. Practical recommendations are provided related to charisma and credibility.

Practical recommendations are given to help leaders think about charisma differently and consider credibility as a core attribute to embrace in leading others. 10; 10;

The literature on credibility and leadership is limited, but this topic is frequently discussed in business, politics, religion, media, etc.