This landmark book, by Edwin P. Hollander, a noted organizational social psychologist and long-time contributor to leadership research and practice, highlights the leader-follower relationship as central to effective leadership. Inclusive Leadership is a process of active followership emphasizing follower needs and expectations, with the guiding principle of "Doing things with people, not to people," in a two-way influence relationship. The book provides strong theoretical and empirical guidance for leadership development and includes many of Hollander’s key original papers. Each is updated in a chapter with his new reflective commentary, including those on "Interdependence," "Women and Leadership," "Power and Leadership," "Legitimacy," "Ethical Challenges," "Idiosyncrasy Credit," and "Civil Liberties." Six new chapters begin with an "Overview of Inclusive Leadership," identifying distinctive concepts and practices, and an "Historical Background." There also are new chapters on such topics as "Applications," "Presidential Leadership," and "College and University Leadership." It concludes with "Lessons from Experience,"a revealing "Afterword" on his career, and comprehensive Bibliography.
Enriching our practical understanding of the leader-follower relationship, with many real-world examples, this book should be a basic addition to anyone’s library on leadership. Students of leadership, management, organizational psychology and behavior, business, sociology, education, political science, and public policy, will find it informative about successful practices of "Inclusive Leadership," and their applications to leadership events.
Table of Contents
Series Foreword by Edwin Fleishman and Jeanette Cleveland. Preface. Part 1. Introduction. 1. Overview of Inclusive Leadership (IL). 2. Historical Background of Modern Leadership Study. 3. Applications and Implications of Inclusive Leadership (IL). Part 2. Leadership-Followership Issues. 4. What is the Crisis of Leadership? 5. With James W. Julian, Contemporary Trends in the Analysis of Leadership Processes. 6. The Essential Interdependence of Leadership and Followership. 7. Women and Leadership. 8. Leadership, Followership, Self, and Others. 9. College and University Leadership. 10. Presidential Leadership. 11. With Lynn R. Offermann, Power and Leadership in Organizations. 12. Organizational Leadership and Followership: The Role of Interpersonal Relations. 13. Legitimacy, Power, and Influence: A Perspective on Relational Features of Leadership. 14. Ethical Challenges in the Leader-Follower Relationship. 15. With Lynn R. Offermann, The Balance of Leadership and Followership: An Introduction. Part 3. Conformity-Nonconformity and Independence. 16. Conformity, Status, and Idiosyncrasy Credit. 17. With Richard H. Willis, Some Current Issues in the Psychology of Conformity and Nonconformity. 18. Independence, Conformity, and Civil Liberties: Some Implications from Social Psychological Research. Part 4. Conclusions. 19. Summing Up: Lessons from Experience. Afterword: A Career in Leadership: A Life in Psychology. Appendix: Measuring Inclusive Leadership with a New Scale (ILS-16).
Dr. Hollander has been CUNY Distinguished Professor of Psychology at Baruch College and the Graduate Center since 1989. A longtime Professor at SUNY Buffalo, he also served there as Provost of Social Sciences and Administration, and was the founding director of the Doctoral Program in Social/Organizational Psychology. His BS in Psychology was earned at Case Western Reserve and his Ph.D. at Columbia University. Subsequently, he taught at Carnegie Mellon, Washington (St. Louis), and American University (Washington). He has held visiting appointments as a Fulbright Professor at Istanbul University, an NIMH Senior Fellow at the Tavistock Institute in London, and as a faculty member at Wisconsin, Harvard, Oxford, and the Institute of American Studies in Paris, among others. He also served as Study Director of the Committee on Ability Testing at the National Academy of Sciences. Dr. Hollander's major interests have focused on group and organizational leadership, innovation, and autonomy. His current research is directed toward understanding follower expectations and perceptions of leaders, and their consequences to the relationship. Specifically, he has recently been studying the sources of evaluation of leaders, including gender. His books include Leaders, Groups, and Influence (1964), Leadership Dynamics (1978), and Principles and Methods of Social Psychology (4 ed., 1981), and he co-edited the series Current Perspectives in Social Psychology (4 ed., 1976) with Raymond Hunt, and the companion volume Classic Contributions to Social Psychology (1972). He also is author of many chapters and papers on leadership.
"In this book and indeed throughout his distinguished career, Hollander has "shined the bright light" on the importance of the followership in the study of human behavior. That focus, alone, makes Hollander’s book distinctive and unique. Almost single-handedly, through the force of his impeccable and creative research, he has altered, indeed transformed, our view of leadership by insisting on the study of followership. His stance and tone are just right and his writing is lovely" - Georgia Sorenson, Research Director and Founding Director, James MacGregor Burns Academy of Leadership, University of Maryland
"I liked the presidency chapter tremendously. I was very impressed with the weaving together of the theories and research from some years ago with current issues and worries in presidential leadership." - George R. Goethals, Jepson School of Leadership Studies, University of Richmond
"This book will be one of the "must have" volumes for the libraries of all serious leadership scholars and students in the field." - David Vaughn Day, University of Western Australia, Crawley
"I learn more from Ed Hollander about leadership in a few pages than I learn from other leadership scholars in whole books." -Terry L. Price, Associate Dean, Jepson School of Leadership Studies, University of Richmond
"Inclusive Leadership is an engaging book that will appeal to a variety of audiences...[it is] an important addition to any leadership researcher's library. Inclusive leadership is as applicable in the executive suite as it is with a crew cleaning a hotel suite; the budding shift supervisor or community leader may not have the authority or opportunity to be transformational, yet any leader at any level has the responsibility to engage their followers. Inclusive leadership is for everyman and everywoman." - The Psychological Record, Donald A. Hantula, Temple University, 2009, 59, 701-704