Active/passive followers

, 7

Anger

, 2

Annoyance

, 2

Challenges, direct

, 46

Challenges, indirect

, 46–47

Challenging doctor with courage

, 43

combatting leader self-deception

, 43–44

indirect challenges

, 46–47

providing feedback

, 45

Change agents

, 50–52

Charismatic leaders

, 44

Co-constructed leadership process

, 70–71

Communication

, 6, 26–27

Coping with transformation of leader

, 52–55

Courage

, 15, 57

disobeying

, 58–59

leaving

, 60–63

personal growth and emotional intelligence

, 16–21

personal growth and resistance to change

, 21–22

staying

, 63–64

withdrawing support

, 60

Courage to Assume Responsibility

, 9

Courage to Challenge

, 9

Courage to Participate in Transformation

, 9

Courage to Serve

, 9

Courage to Take Moral Action

, 9

Courageous companion

, 95, 97, 100

Courageous followers

, 33, 51

conscientious access

, 36–38

defending leader

, 38–40

importance of trust

, 33–35

tending to physical and emotional needs

, 40–41

willingness to communicate

, 35–36

Courageous followership

, 9, 57

Courageous responsibility

, 25

breaking rules

, 29–30

connecting cultural norms to values

, 28–29

igniting passion

, 25–26

taking initiative

, 26–28

Courageousness

, 96

Decision

, 54–55

Denial

, 53

Depression

, 54

Disobeying

, 58–59

Dissatisfaction

, 96

Doctor Who (BBC television program)

, 10–11, 15, 99

Doctor’s Companions

, 11

Dominance/submission followers

, 7

Effective followers

, 5–6

Emotional intelligence

, 16, 21

Empathy

, 16, 19

Experimentation

, 54

Expert power

, 4

Fear

, 2

Feedback

, 45

5 Stages of Grief

, 52–53

Followers

, 1–2, 49, 97–99

types

, 7–10

Followership

, 1

describing

, 4–7

theory

, 7–8

typology

, 8

Forgiveness

, 79, 81, 100

Formal power

, 4

Frustrations

, 2, 53–54

Hierarchy

, 67–68

Hurt feelings

, 2

Initiative

, 7–10

Injustices

, 3

Integration

, 54–55

Interpersonal relationships

, 61

Journey’s End (2008)

, 20

Knowledge worker economy

, 71

Kübler-Ross Change Curve®

, 52–53

Leader–member exchange theory (LMX theory)

, 6, 9, 61

Leaders

, 1–2, 5, 26–27, 49

Leadership

, 4–5

making

, 6–7

Learned helplessness

, 68–69

Leaving

, 60–63

Legitimate power

, 4

Love

, 77–79

Misunderstandings

, 2

Moods

, 38

Narcissism

, 9–10

Negative mood

, 38

Obligations of doctor

, 67

accepting support

, 72–74

appreciating input

, 74

communicating information

, 70

reducing learned helplessness

, 68–69

sharing information and speaking truth to power

, 71–72

Organizational culture

, 28

Organizational transformation

, 98

Osgoods

, 64

Otherness

, 89–92

Personal growth

, 16, 21–22

Power

, 4

Redemption

, 81, 89, 100

Referent power

, 4

Resistance to change

, 21–22, 50

Science fiction

, 3

narratives

, 3

Self-awareness

, 16–17

Self-deception

, 43–44

Self-management

, 16–17

Self-reflection

, 96

Sharing information

, 71–72

Shock

, 53

Social justice initiatives

, 5

Social skill

, 16, 20

Speaking truth to power

, 71–72

Staying

, 63–64

Stolen Earth, The (2008)

, 20

Surprise

, 53

Television series

, 2

Tempered radicals

, 63

Time and Relative Dimension in Space (TARDIS)

, 10–11

Transformation

, 49

coping with transformation of leader

, 52–55

followers as agents of change

, 50–52

resistance to change

, 50

True leadership development

, 49–50

Trust, importance of

, 33–35

Unified Intelligence Taskforce (UNIT)

, 68

Visual narratives

, 2

Whistleblowers

, 60

Withdrawing support

, 60

Zygons

, 64