WE HAVE EXAMINED AN IDEAL relationship between followers and leaders from many perspectives. Virtually everything discussed rests on the assumption that the individual who is in the follower role has earned the trust of the leader by reason of good works. This, in turn, assumes access to the leader and having formed at least a professional, if not a personal, relationship with the leader.

In practice, in large institutions, government agencies, and corporations, the vast majority of staff, let alone the constituents these organizations serve, do not have direct relationships with the senior leaders. Can the principles of courageous followership apply across these levels?

In the coaching and training I conduct ...

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