Introduction to The Courage to Assume Responsibility
For the most serious discussion I have found on the responsibility of followers, and for a good instrument to measure yourself by, see Robert E. Kelley, Power of Followership: How to Create Leaders People Want to Follow and Followers Who Lead Themselves (New York: Double Currency, 1991).
FOLLOWER STYLE
A book that was published contemporaneously with the first edition of The Courageous Follower and that adds greatly to the research and literature on followership styles and their relationship to authority: Gene Boccialetti, It Takes Two: Managing Yourself When Working with Bosses and Other Authority Figures (San Francisco: Jossey-Bass, 1995).
Eliciting Feedback
This book provides detailed process help on soliciting feedback from others: Mardy Grothe and Peter Wylie, Problem Bosses: Who They Are and How to Deal with Them (New York: Fawcett Crest, 1987).
Self-Management
For an in-depth approach to improving personal organization, see the second edition of Kerry Gleeson, The Personal Efficiency Program: How to Get Organized to Do More Work in Less Time (New York: Wiley, 2000).
INFLUENCING THE CULTURE
I am grateful to a client for recognizing the link between courageous followers and tempered radicals and sending me this book. It makes the task of finding the thin line between conforming to and influencing organizational culture less lonely. Debra E. Meyerson, Tempered Radicals: How People Use Difference to Inspire Change at Work (Cambridge, MA: Harvard Business School Press, 2001).
Testing Ideas
For a dynamic view of using pilots to test ideas, see Tom Peters, Thriving on Chaos: A Handbook for a Management Revolution (New York: Knopf, 1987).