Harvard University's Kennedy School of Government professor Kellerman (Bad Leadership) shifts the focus from leadership to followership, arguing that followers are every bit as important as leaders. Defining followers as subordinates who have less power, authority and influence than their superiors, and who usually, but not always, fall into line, she notes that we are all followers at different points in time. Followers, Kellerman argues, are getting bolder and more strategic, less likely to know their place and affecting work places, to mixed results. She identifies five types of followers based upon level of engagement: Isolate, Bystander, Participant, Activist and Diehard. She explores each type, with examples ranging from Nazi Germany to Merck to the U.S. military's Operation Anaconda in Afghanistan. She also explores the relationships between leaders and followers, who, Kellerman argues, should be thought of as inseparable. Followership is not about changing the rank of followers, Kellerman states, but instead about changing their response to their rank, their superiors and the situation at hand. Thorough and insightful, Kellerman provides a fascinating look at a little-explored topic, which will be of great interest to both leaders and followers. (Feb.)

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[美] 芭芭拉•凯莱曼

哈佛大学肯尼迪政府学院公共领导中心研究主任，获耶鲁大学政治科学博士学位。

主要研究领域为组织特征、领导方式和追随者风格的动态匹配机制等，撰写了许多关于领导、统治和决策的著作和论文，对于现代企业领导理论与实践具有重要的借鉴价值。

著有《糟糕的领导力》（Bad Leadership: What It Is, How It Happens, Why It Matters）一书，并为《哈佛商业评论》、《纽约时报》、《华盛顿邮报》以及其他诸多著名刊物撰稿。