Purpose -The leadership industry has experienced an unprecedented growth in popularity, and business management effectiveness has become synonymous with leaders' roles. However, in this egalitarian twenty-first century little mention has been made of followership due to its negative stereotype. The purpose of this paper is to contribute to the understanding of followership by presenting a "balanced" approach that views both leaders and followers as co-producers of leadership. Specific practical implications for followership development are discussed as well as barriers to create high levels of follower commitment. Design/methodology/approach -A brief case study of active followership is presented for training purposes. A range of research and practitioner papers are reviewed with the aim of reigniting dialogue on followership, and to suggest a practical implication for its development. Findings -By understanding the benefits of followership development, the author will suggest that followership and leadership skills be built as an integrated package, thus improving innovation and efficiency in organisations. Organisations need to be aware of the important role followership plays in organisational success. Practical implications -Bringing followership out of the closet may help to introduce practical followership development programmes. Originality/value -This paper highlights the importance for an organisation to focus in nurturing the environment to allow active followership to flourish.

Forms of collective leadership, such as distributed leadership, have become increasingly important. The need for measurement of the variables involved in the delegation processes represents a new challenge for organizations that want to ensure highlevel working. The present study aimed to validate the Italian version of the distributed leadership agency (DLA). The study was carried out on 704 employees (doctors, nurses, clerks, staff workers, healthcare assistants, consultants, management) of an Italian public hospital, who were selected to complete a survey on organizational perceptions. Multiple confirmatory factor analyses (maximum likelihood) have been computed to explore the factorial structure of the DLA, along with associations with other work outcomes. Results about the Italian DLA confirmed the original trifactorial structure of the construct, suggested by Yukl (2002), through good fit indexes and reliability scores; moreover, consistent with the literature, DLA was strongly related to satisfaction, commitment, and trust. Results contribute to underline the robustness of the construct of DLA in different cultural sectors and provide a useful tool to be adopted in the Italian context.

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Purpose Business schools, executive training programs, and best-selling books all recognize the importance of leadership, while followership has received limited attention in management training. The purpose of this paper is to present a brief questionnaire, which might be particularly useful for followership development. Design/methodology/approach A brief questionnaire is presented. Findings Part of the answers will establish the view that many of us are followers. This will help recognize that both followership and leadership roles are important for organizational success Originality/value It is a major challenge to bring followership out of the closet and this tool may help to introduce practical followership development programs in organizations

L’emergenza sanitaria da COVID-19 ha posto una rinnovata attenzione alle interconnessioni dinamiche tra società globali, sistemi umani e ambiente, determinando contingenze e stravolgimenti di non poco conto che rilanciano l’esigenza di “andare verso” nuovi modelli esistenziali e abitativi sempre più compatibili con la sostenibilità ambientale. La scuola rappresenta il luogo d’elezione per il consolidarsi di una coscienza ecologica e per la progettazione di percorsi di apprendimento di comportamenti virtuosi, che possano orientare il cambiamento culturale nella prospettiva della transizione ecologica e culturale. L’educazione alla sostenibilità diviene dunque una sfida culturale e una priorità educativa. Sulla scia del programma Next Generation EU, alla luce dei più recenti documenti ministeriali e delle raccomandazioni internazionali, l’articolo pone al vaglio critico il concetto di “transizione ecologica”, quale categoria pedagogica capace di riflettere e riassumere fratture e continuità, trasformazioni e persistenze per poter guidare le nuove generazioni ad assumere la coscienza di “comunità di destino terrestre” e riprogettare gli habitus nel quotidiano. Entro tale orizzonte, il contributo rileva il ruolo strategico svolto dai processi di green leadership, quali vettori trasformativi performanti per poter attivare percorsi di innovazione e cambiamento diffusi e allargati in prospettiva ecologica all’interno delle istituzioni scolastiche.