Leadership, Coaching and Followership

1. Front Matter

   Pages i-xiii

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2. Leadership, Followership and Coaching: Asking the Questions

   • Ann M. Brewer

   Pages 1-14

3. Leadership: What Is It and How Can We Learn from This Knowledge?

   • Ann M. Brewer

   Pages 15-57

4. Coaching Leaders and Followers for Learning: Understanding the How and Why

   • Ann M. Brewer

   Pages 59-88

5. Followership

   • Ann M. Brewer

   Pages 89-104

6. Gendered Leadership

   • Ann M. Brewer

   Pages 105-117

7. Practising Leadership and Coaching

   • Ann M. Brewer

   Pages 119-148

8. Leadership and Coaching: Over the Frontier

   • Ann M. Brewer

   Pages 149-168

9. Ethical Leadership and Followership

   • Ann M. Brewer

   Pages 169-192

10. Let the Leaders Speak for Themselves

    • Ann M. Brewer

    Pages 193-209

11. Concluding Note

    • Ann M. Brewer

    Pages 211-212

12. Back Matter

    Pages 213-225

    PDF

This volume presents evidence-based ideas on all three converging forces to suit an array of individuals and their organisations. The volume is thick with evidence, detail and case studies that the reader can draw upon and apply to their own situations.  ​

Defining exactly what is leadership has been a persistent problem for researchers and theorists. Discovering how to create or produce leaders likewise has been a difficult challenge over the years.

Written by an academic, executive and coach, the author focuses on three important converging aspects: leadership, followership and coaching. Focus on leaders is disproportionate to what actually occurs within most organisations especially the relationship between the leader and the followers. That leadership is tantamount with being in control of a situation is challenged, together with the belief that leadership capability is primarily shaped in line with a set of success criteria. The coach plays a significant part in this process although rarely visible.

• Coaching Frameworks and Approaches
• Coaching Wisdom and Assessment
• Coaching and Followership
• Critical Reflection
• Defining Leadership
• Ethical Leadership and Followership
• Focus on Leadership in Organisations
• Leadership is Practice
• Organisational Culture and Gender
• Organisational Learning
• Processes of Communicative Competence
• Relation between the Leader and the Followers
• The Importance of Focusing and Learning
• Theoretical Heredity of Leadership
• Understanding Followers
• Workplace Deviance and Unethical Action

• Vice Chancellor's Unit, The University of Sydney, Sydney, Australia

  Ann M. Brewer

Professor Ann Brewer has a Bachelor of Behavioural Science, majoring in Psychology and Sociology, a Master of Commerce (Honours) and a PhD in Organisational Behaviour from the University of NSW. In 1998, she was appointed as the foundation Professor in Organisational Logistics in the Faculty of Economics and Business and it was the first time that a woman held a Chair in the Business School. In 2002 after a number of senior roles in her Faculty including Head of School of Business, Professor Brewer took on a senior role to lead quality assurance and change in the University; she was appointed as Deputy Vice Chancellor (Infrastructure) until 2007 responsible for infrastructure development, staffing, organisational change, quality assurance and improvements as well as staff and student equal opportunity. Her current executive role, as Deputy Vice Chancellor, involves the Quality Assurance Strategy for the University of Sydney, the implementation of the strategic plan, risk management and external education. On behalf of the Vice Chancellor, she also co-ordinates the senior administrative group including the CFO, CIO and all the directors of operations to create alignment with the academic strategy and to promote the University policies and procedures necessary to ensure appropriate decision-making in this areas. She has published in leading international journals in her field and authored six books on organisational change, supply chain management, business management and employee commitment.

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