What every leader needs to know about followers

<?xml version="1.0" encoding="UTF-8"?><modsCollection xmlns="http://www.loc.gov/mods/v3" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-8.xsd">
<mods version="3.8">
<titleInfo>
<title>What every leader needs to know about followers</title>
</titleInfo>
<titleInfo type="alternative">
<title>Harvard business review</title>
</titleInfo>
<name type="personal" usage="primary" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080222796">
<namePart>Kellerman, Barbara</namePart>
<nameIdentifier>MAPA20080222796</nameIdentifier>
</name>
<typeOfResource>text</typeOfResource>
<originInfo>
<place>
<placeTerm type="code" authority="marccountry">usa</placeTerm>
</place>
<dateIssued encoding="marc">2007</dateIssued>
<issuance>serial</issuance>
</originInfo>
<language>
<languageTerm type="code" authority="iso639-2b">eng</languageTerm>
</language>
<physicalDescription>
<form authority="marcform">print</form>
<form authority="marccategory">microform</form>
</physicalDescription>
<abstract>Countless studies, workshops, and books have focused on leaders--the charismatic ones, the retiring ones, even the crooked ones. Virtually no literature exists about followers, however, and the little that can be found tends to depict subordinates as an amorphous group or explain their behavior in the context of leaders' development. Some works even fail to sufficiently distinguish among varying types of followers--barely registering the fact that those who tag along mindlessly are a breed apart from those who are deeply devoted and consciously, actively involved. These distinctions have critical implications for the way leaders should lead and managers should manage</abstract>
<note type="statement of responsibility">by Barbara Kellerman</note>
<subject authority="lcshac" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080588434">
<topic>Toma de decisiones</topic>
</subject>
<subject authority="lcshac" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080583064">
<topic>Trabajo en equipo</topic>
</subject>
<subject authority="lcshac" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080624248">
<topic>Dirección de recursos humanos</topic>
</subject>
<subject authority="lcshac" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080558062">
<topic>Empowerment</topic>
</subject>
<subject authority="lcshac" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080551513">
<topic>Liderazgo</topic>
</subject>
<classification authority="">922.12</classification>
<relatedItem type="host">
<titleInfo>
<title>Harvard business review</title>
</titleInfo>
<originInfo>
<publisher>Boston</publisher>
</originInfo>
<identifier type="local">MAP20077100345</identifier>
<part>
<text>December 2007 ; p. 84-91</text>
</part>
</relatedItem>
<recordInfo>
<recordContentSource authority="marcorg">MAP</recordContentSource>
<recordCreationDate encoding="marc">080222</recordCreationDate>
<recordChangeDate encoding="iso8601">20220912094637.0</recordChangeDate>
<recordIdentifier source="MAP">MAP20071509274</recordIdentifier>
<languageOfCataloging>
<languageTerm type="code" authority="iso639-2b">spa</languageTerm>
</languageOfCataloging>
</recordInfo>
</mods>
</modsCollection>