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Beyond Leadership to Followership

by Sviatoslav Steve Seteroff

97 pages; quality trade paperback (softcover); catalogue #03-1184; ISBN 1-4120-0816-6; US$14.95, C$18.95, EUR12.35, £8.56

Learn to contribute to your and your organization's success by understanding the concepts of leadership in this brief, clear, and concise approach from whatever level you find yourself.

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about the book      about the author      sample excerpts or Table of Contents      catalogue info

About the Book A brief summary of management and leadership following a scenario that aids in understanding the forces and concepts involved in being a leader, regardless of the present placement with the organizational hierarchy, from a perspective of a systems approach. With learning as the core, the author takes us on a brief and concise journey of organizational theory and practice, leadership. teams, followership, mentorship, stewardship, responsibilities of a protege, and the art of supervision on the way to management. Understanding the concepts is the goal, and a no-nonsense approach with references to additional reading is provided.

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About the Author Dr. Seteroff is retired as President of Management & Logistics Assoc., Inc. of Poulsbo, Washington and continues involvement with portions of the business in a part time and consulting capacity. He has earned a Doctor of Business Administration (Management) degree from Nova Southeastern University in 1997. His dissertation was a study of voluntary employee turnover among professional engineers. He is an adjunct professor for the Bangor Academic Center of Chapman University, in economics, organizational leadership, and strategic management and serves as practitioner faculty for the University of Phoenix both online and at the Washington Campus. He is also an adjunct instructor for City University in economics, business, and project management. He served as the General Chairman of the International Logistics Conference in 1998 and as the Coordinating Chairman of the Advanced Technology Steering Group from 1991 to 1998. He also served as a member of the collaborative research committee in the Practitioner Series of the Academy of Management between 1998 and 2000. Research interests remain in voluntary employee turnover among highly skilled professionals, and include the effects of advanced technology implementation on the strategic posture of high performance organizations.

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Sample Excerpts or Table of Contents

Introduction: The Compass

The traditional approach to leadership is that it must be from the top down to be effective, and perhaps that is the ideal approach. However, what are we, at lower levels of our organizations, to do when we see the need for leadership and change in our own organization but do not have the support of our hierarchical superiors to make the change a reality? Perhaps all is not lost, and there is an approach we can use to effectively undertake the change process.

We each function within parameters set by our organization. At the highest level, whether for-profit, non-profit, or public agency, we are responsible for the performance of our organization to our boards of directors, agency heads, or in the highest case the electorate that placed us in the role we are in. At the lowest levels we are subject to work rules, process instructions, and specific direction. In each case we are free to operate within the parameters established for our position and task to be performed. The benefit is that our parameters are either clearly defined, well established, or can be inferred with some accuracy and reliability. It is these parameters that allow us to create for ourselves a leadership role wherever we find ourselves in the organization.

To understand our options, we must briefly visit the approaches to leadership because we will use the same knowledge available to those at the top of our organizations to enhance our own value at whatever level we may be. More importantly, we hope that through judicious application of these principles, we will not only perform better but will also make our performance so recognizable as to allow us to move up the promotion ladder. It is not an easy task and if someone tells you it is, run like the wind before you are trapped into self delusion. Remember that if it sounds too good to be true, you can count on it to be so.

So what does this slender volume offer you?

We present a brief overview of the theory and a few tools behind implementation of management and leadership principles. Hopefully, we add some clarity on the meaning of teams. We also take a few side trips to ensure that we understand that what we are undertaking is achievable, regardless of where we find ourselves in an organization.

We will not attempt to present a prescription.

There is no single right way to implement leadership practice, and there is no single road map to success. There is knowledge. There is intelligence. This book assists in pointing to the knowledge. You must provide the intelligence.

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Catalogue Information

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