| Preface to Third Edition | p. xiii |
| Preface | p. xvii |
| Introduction | p. 1 |
| The Five Dimensions of Courageous Followership | p. 6 |
| The Dynamics Of The Leader-follower Relationship | p. 11 |
| The Common Purpose and Core Values | p. 12 |
| The Paradox of Followership | p. 13 |
| Who Does a Follower Serve? | p. 15 |
| Self-interest and Common Purpose | p. 16 |
| Loyalty of a Follower | p. 17 |
| Power in the Leader-Follower Relationship | p. 18 |
| Value of the Follower | p. 19 |
| Courage of the Follower | p. 20 |
| Balance through Relationship | p. 22 |
| Mature Relationships | p. 24 |
| Differences in Elevation | p. 25 |
| Finding Equal Footing with the Leader | p. 26 |
| When the Leader Isn't an Equal | p. 27 |
| Trust | p. 29 |
| Followers as Leaders | p. 30 |
| Working with Other Followers | p. 31 |
| The Courage To Assume Responsibility | p. 35 |
| Self-Assessment | p. 38 |
| Followership Style | p. 39 |
| Eliciting Feedback | p. 43 |
| Personal Growth | p. 44 |
| Self-Management | p. 45 |
| Taking Care of Ourselves | p. 46 |
| Passion | p. 48 |
| Initiative | p. 49 |
| Influencing the Culture | p. 50 |
| Breaking the Rules | p. 51 |
| Breaking the Mind-set | p. 52 |
| Improving Processes | p. 53 |
| Testing Your Ideas | p. 54 |
| The Courage To Serve | p. 57 |
| Conserving a Leader's Energy | p. 59 |
| Organizing Communication Processes | p. 60 |
| Acquiring Access | p. 61 |
| The Responsibilities of Gatekeeping | p. 62 |
| Buffering a Leader | p. 64 |
| Defending the Leader | p. 65 |
| Buffering Others from a Leader | p. 66 |
| Acting in the Leader's Name | p. 67 |
| Defining a Leader Publicly | p. 68 |
| Focusing the Creative Leader | p. 69 |
| Presenting Options | p. 70 |
| Knowing When You Don't Know | p. 72 |
| Avoiding Insularity | p. 73 |
| Encouraging Peer Relations | p. 74 |
| Managing Crises | p. 76 |
| When the Leader Is 111 | p. 77 |
| Conflict between Leaders | p. 79 |
| Formal Checkups | p. 80 |
| Building Relationships with Leaders | p. 81 |
| The Courage To Challenge | p. 85 |
| Effective Leadership Behavior | p. 88 |
| Preparing a Leader for Feedback | p. 89 |
| Giving a Leader Feedback | p. 91 |
| Giving a Leader Input | p. 93 |
| Challenging Indirectly | p. 94 |
| Avoiding Knee-jerk Rejection | p. 95 |
| Overcoming Groupthink | p. 96 |
| The Duty to Obey | p. 98 |
| Challenging Abuse Early | p. 99 |
| Challenging the Use of Language | p. 101 |
| Arrogance | p. 102 |
| Leaders Who Scream | p. 103 |
| Personal Issues | p. 106 |
| Newly Elevated Leaders | p. 106 |
| Leaders Who Have Other Agendas | p. 108 |
| Leaders Who Won't Challenge Their Leaders | p. 109 |
| Challenge Yourself, Too | p. 111 |
| The Courage To Participate In Transformation | p. 113 |
| When Is Transformation Possible? | p. 120 |
| The Process of Personal Transformation | p. 120 |
| The Follower's Role | p. 123 |
| The Follower as Catalyst | p. 124 |
| Channeling the Leader's Frustration | p. 126 |
| Denial and Justification of Behavior | p. 127 |
| Dedication to Cause as Justification | p. 128 |
| Reactions to Confrontation | p. 129 |
| Identifying Transformation Resources | p. 131 |
| Using an Outside Facilitator | p. 132 |
| Creating a Supportive Environment | p. 134 |
| Modeling Change for a Leader | p. 135 |
| Modeling Empathy | p. 136 |
| Containing Abusive Behavior | p. 138 |
| Positive Reinforcement | p. 140 |
| Coping with Recurring Behavior | p. 140 |
| Realistic Expectations | p. 142 |
| Persistence | p. 143 |
| Validation | p. 144 |
| The Courage To Take Moral Action | p. 147 |
| Leaving | p. 151 |
| Difficulty of Separation | p. 153 |
| Financial Contingencies | p. 155 |
| Offering to Resign | p. 157 |
| Query and Appeal | p. 158 |
| The Duty to Disobey | p. 162 |
| Threatening to Resign | p. 164 |
| The Dilemma of the "Unreasonable" Leader | p. 165 |
| Values Review | p. 166 |
| Follower Self-Examination | p. 167 |
| The Decision to Withdraw Support | p. 168 |
| The Responsibility to Blow the Whistle | p. 170 |
| Protecting Yourself | p. 172 |
| When Leaders Must Be Opposed | p. 173 |
| Evil Behavior | p. 175 |
| If We Decide to Stay | p. 177 |
| The Courage To Speak To The Hierarchy | p. 179 |
| The Challenge of Many Hands | p. 184 |
| Doing the Homework | p. 186 |
| Framing the Issue to Command Attention | p. 188 |
| Educating the Hierarchy | p. 190 |
| Circumventing the Hierarchy | p. 192 |
| Speaking Up in Multilevel Meetings | p. 194 |
| Finding Formal Platforms of Influence | p. 196 |
| Using Informal Platforms of Influence | p. 198 |
| Influencing the Metrics That Influence Thought | p. 201 |
| Patience, Performance, and Persistence | p. 203 |
| The Courage To Listen To Followers | p. 205 |
| Do You Really Want Courageous Followers? | p. 208 |
| What Messages Are Number Twos Sending? | p. 212 |
| Appreciating and Accepting Support | p. 213 |
| Appreciating Constructive Challenge More | p. 215 |
| Inviting Creative Challenge | p. 218 |
| A Culture of Communication, Not Complaints | p. 220 |
| Creating Protected Communication Channels | p. 222 |
| Discernment: What Is the Right Action? | p. 224 |
| The Role of the Board | p. 227 |
| Responding to a Moral Stand | p. 230 |
| Growth as Both Leader and Follower | p. 232 |
| Epilogue | p. 235 |
| Meditation on Followership | p. 237 |
| Acknowledgments | p. 239 |
| Select Bibliography | p. 243 |
| Index | p. 253 |
| About the Author | p. 263 |
| Table of Contents provided by Ingram. All Rights Reserved. |
