In a deliberate departure from the leader-centric approach that has dominated thinking about leadership and management, Kellerman (public leadership, Harvard) offers a perspective on followers, both in their own right and as they relate to their leaders and to each other. Through stories about a range of people and places, from Nazi Germany to modern multinational corporations, she describes important distinctions among five different types of followers grouped by level of engagement. Drawing on insights from psychology, sociology, and history, she shows that followers matter not only when they do something, but also when they do nothing. Annotation ©2008 Book News, Inc., Portland, OR (booknews.com)