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The majority of leadership theories and studies have tended to emphasize the personal background, personality traits, perceptions, and actions of leaders. From this perspective, the followers have been viewed as recipients or moderators of the leader's influence, and as vehicles for the actualization of the leader's vision, mission or goals. One of the major challengers of this dominant view was the late James R. Meindl. As an alternative to the leader-centric perspective on leadership, Meindl offered a follower-centric approach that views both leadership and its consequences as largely constructed by followers and hence influenced by followers' cognitive processes and inter-follower social influence processes. As a tribute to Jim Meindl and his contributions to the field of leadership studies, Information Age Publishing is releasing a book on follower-centered approaches to leadership. The book covers a wide variety of perspectives that acknowledge the active roles of followers in the leadership process. These include the psychoanalytical perspective, leadership categorization theory, social identity theory, the shared leadership approach, attribution of charisma through social networks, the role of the media in constructing images of the leader, the social construction of followership, vision implementation by followers and a post modern approach to followership. It is hoped that the volume will provoke readers to reflect upon and extend Jim Meindl's seminal work on followership. ars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.
Series Editor's Note.
Introduction.
Chapter 1. From Passive Recipients to Active Co-Producers: Followers' Roles in the Leadership Process; Boas Shamir.
Chapter 2. Toxic Leaders and the Fundamental Vulnerability of Being Alive; Jean Lipman-Blumen.
Chapter 3. Implicit Leadership Theories as Dynamic Processing Structures; Megan E. Medvedeff and Robert G. Lord.
Chapter 4. Extending the Follower-Centered Perspective: Leadership as an Outcome of Shared Social Identity; Daan van Knippenberg, Barbara van Knippenberg, and Steffen R. Giessner.
Chapter 5. Sharing Leadership: Who, What, When, and Why; Lynn R. Offermann and Noelle F. Scuderi.
Chapter 6. Leadership Embedded in Social Networks: Looking at Inter-Follower Processes; Margarita Mayo and Juan Carlos Pastor.
Chapter 7. Organizational Change, Member Emotion, and Construction of Charismatic Leadership: A Follower-Centric Contingency Model; Chao C. Chen, Liuba Y. Belkin, and Terri R. Kurtzberg.
Chapter 8. Through Thick and Thin?: Follower Constructions of Presidential Leadership Amidst Crises, 2001–2005; Rajnandini Pillai, Jeffrey C. Kohles, and Michelle C. Bligh.
Chapter 9. Putting the Visual into the Social Construction of Leadership; Brad Jackson and Eric Guthey.
Chapter 10. The Romance of Leadership and the Social Construction of Followership; Mary Uhl-Bien and Rajnandini Pillai.
Chapter 11. Here Today, Gone Tomorrow: Follower Perceptions of a Departing Leader and a Lingering Vision; Melissa K. Carsten and Michelle C. Bligh.
Chapter 12. Not Leaders, Not Followers: A Postmodern Discourse of Leadership Processes; Dian Marie Hosking.
Chapter 13. The Social Construction of a Legacy: Summarizing and Extending Follower-Centered Perspectives on Leadership; Michelle C. Bligh, Rajnandini Pillai, and Mary Uhl-Bien.
Chapter 14. Romancing, Following, and Sensemaking: James Meindl's Legacy; Karl E. Weick and James R. Meindl.