The Courageous Follower: Standing Up to and for Our LeadersMany significant failures—from FEMA's response to Hurricane Katrina to the recent economic collapse—could have been prevented or mitigated if those lower in the hierarchy were successful at communicating to leaders the risks they saw in the system. Ira Chaleff's Courageous Follower model has facilitated healthy upward information flow in organizations for over 15 years. The Harvard Business Review called Chaleff a pioneer in the emerging field of followership—this new edition shares his latest thinking on an increasingly vital topic. The updated third edition includes a new chapter, “The Courage to Speak to the Hierarchy.” Much of Chaleff's model is based on followers having access to the leader. But today, followers can be handed questionable policies and orders that come from many levels above them—even from the other side of the world. Chaleff explores how they can respond effectively, particularly using the power now available through advances in communications technology. Everyone is a follower at least some of the time. Chaleff strips away the passive connotations of that role and provides tools to help followers effectively partner with leaders. He provides rich guidance to leaders and boards on fostering a climate that encourages courageous followership. The results include increased support for leaders, reduced cynicism and organizations saved from serious missteps. |
Contents
Introduction | 1 |
1 THE DYNAMICS OF THE LEADERFOLLOWER RELATIONSHIP | 11 |
2 THE COURAGE TO ASSUME RESPONSIBILITY | 35 |
3 THE COURAGE TO SERVE | 57 |
4 THE COURAGE TO CHALLENGE | 85 |
5 THE COURAGE TO PARTICIPATE IN TRANSFORMATION | 113 |
6 THE COURAGE TO TAKE MORAL ACTION | 147 |
7 THE COURAGE TO SPEAK TO THE HIERARCHY | 179 |
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Common terms and phrases
abuse activity agendas appropriate assume responsibility attention authority aware become challenge commitment common purpose confront courageous fol courageous follower courageous followership create creative critical culture decision develop discomfort dynamic effective empathy environment evil examine executives experience feedback feel follower’s give groupthink growth guiding lights help the leader hierarchy human ideas impact implement important improve individual internal issues ization leader and organization leader-follower relationship leaders and followers leadership Lion Taming lives loyalty occur ombudsman open door policy opportunity options orga organization’s purpose organizational organizational culture ourselves peers perspective position potential pressure problem QUADRANT questions requires resign risk role senior leaders sense sensitive serve the common situation skills Sometimes speak staff stakeholders stay strategy success Tempered Radicals tion transformation efforts trust U.S. Congress understand Warren Bennis whistleblowers withdraw support