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| Preface to Third Edition | |
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| Preface | |
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| Introduction | |
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| The Five Dimensions of Courageous Followership | |
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| The Dynamics Of The Leader-follower Relationship | |
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| The Common Purpose and Core Values | |
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| The Paradox of Followership | |
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| Who Does a Follower Serve? | |
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| Self-interest and Common Purpose | |
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| Loyalty of a Follower | |
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| Power in the Leader-Follower Relationship | |
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| Value of the Follower | |
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| Courage of the Follower | |
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| Balance through Relationship | |
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| Mature Relationships | |
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| Differences in Elevation | |
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| Finding Equal Footing with the Leader | |
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| When the Leader Isn't an Equal | |
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| Trust | |
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| Followers as Leaders | |
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| Working with Other Followers | |
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| The Courage To Assume Responsibility | |
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| Self-Assessment | |
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| Followership Style | |
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| Eliciting Feedback | |
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| Personal Growth | |
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| Self-Management | |
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| Taking Care of Ourselves | |
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| Passion | |
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| Initiative | |
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| Influencing the Culture | |
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| Breaking the Rules | |
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| Breaking the Mind-set | |
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| Improving Processes | |
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| Testing Your Ideas | |
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| The Courage To Serve | |
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| Conserving a Leader's Energy | |
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| Organizing Communication Processes | |
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| Acquiring Access | |
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| The Responsibilities of Gatekeeping | |
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| Buffering a Leader | |
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| Defending the Leader | |
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| Buffering Others from a Leader | |
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| Acting in the Leader's Name | |
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| Defining a Leader Publicly | |
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| Focusing the Creative Leader | |
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| Presenting Options | |
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| Knowing When You Don't Know | |
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| Avoiding Insularity | |
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| Encouraging Peer Relations | |
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| Managing Crises | |
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| When the Leader Is 111 | |
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| Conflict between Leaders | |
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| Formal Checkups | |
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| Building Relationships with Leaders | |
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| The Courage To Challenge | |
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| Effective Leadership Behavior | |
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| Preparing a Leader for Feedback | |
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| Giving a Leader Feedback | |
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| Giving a Leader Input | |
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| Challenging Indirectly | |
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| Avoiding Knee-jerk Rejection | |
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| Overcoming Groupthink | |
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| The Duty to Obey | |
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| Challenging Abuse Early | |
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| Challenging the Use of Language | |
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| Arrogance | |
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| Leaders Who Scream | |
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| Personal Issues | |
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| Newly Elevated Leaders | |
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| Leaders Who Have Other Agendas | |
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| Leaders Who Won't Challenge Their Leaders | |
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| Challenge Yourself, Too | |
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| The Courage To Participate In Transformation | |
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| When Is Transformation Possible? | |
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| The Process of Personal Transformation | |
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| The Follower's Role | |
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| The Follower as Catalyst | |
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| Channeling the Leader's Frustration | |
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| Denial and Justification of Behavior | |
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| Dedication to Cause as Justification | |
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| Reactions to Confrontation | |
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| Identifying Transformation Resources | |
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| Using an Outside Facilitator | |
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| Creating a Supportive Environment | |
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| Modeling Change for a Leader | |
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| Modeling Empathy | |
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| Containing Abusive Behavior | |
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| Positive Reinforcement | |
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| Coping with Recurring Behavior | |
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| Realistic Expectations | |
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| Persistence | |
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| Validation | |
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| The Courage To Take Moral Action | |
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| Leaving | |
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| Difficulty of Separation | |
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| Financial Contingencies | |
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| Offering to Resign | |
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| Query and Appeal | |
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| The Duty to Disobey | |
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| Threatening to Resign | |
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| The Dilemma of the "Unreasonable" Leader | |
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| Values Review | |
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| Follower Self-Examination | |
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| The Decision to Withdraw Support | |
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| The Responsibility to Blow the Whistle | |
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| Protecting Yourself | |
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| When Leaders Must Be Opposed | |
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| Evil Behavior | |
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| If We Decide to Stay | |
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| The Courage To Speak To The Hierarchy | |
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| The Challenge of Many Hands | |
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| Doing the Homework | |
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| Framing the Issue to Command Attention | |
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| Educating the Hierarchy | |
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| Circumventing the Hierarchy | |
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| Speaking Up in Multilevel Meetings | |
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| Finding Formal Platforms of Influence | |
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| Using Informal Platforms of Influence | |
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| Influencing the Metrics That Influence Thought | |
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| Patience, Performance, and Persistence | |
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| The Courage To Listen To Followers | |
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| Do You Really Want Courageous Followers? | |
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| What Messages Are Number Twos Sending? | |
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| Appreciating and Accepting Support | |
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| Appreciating Constructive Challenge More | |
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| Inviting Creative Challenge | |
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| A Culture of Communication, Not Complaints | |
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| Creating Protected Communication Channels | |
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| Discernment: What Is the Right Action? | |
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| The Role of the Board | |
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| Responding to a Moral Stand | |
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| Growth as Both Leader and Follower | |
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| Epilogue | |
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| Meditation on Followership | |
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| Acknowledgments | |
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| Select Bibliography | |
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| Index | |
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| About the Author | |