Travels from Massachusetts, USA
Barbara Kellerman's speaking fee falls within range: $10,000 to $15,000
Ranked among the “Top 50 Business Thinkers” by Forbes Magazine, Barbara Kellerman is an acknowledged expert in leadership, management and women’s issues. She is currently James MacGregor Burns Lecturer in Public Leadership at Harvard University’s John F. Kennedy School of Government, having previously been Research Director and Founding Executive Director of the Centre for Public Leadership at the same school.
Kellermann’s distinguished academic career began with her BA from Sarah Lawrence College, with her MA, M.Phil and Ph.D. all being awarded by Yale University. She was awarded a Danforth Fellowship and no fewer than three Fulbright fellowships. She has held professorships at many prestigious US institutions, including Tufts, George Washington and Dartmouth.
A prolific author and editor, Kellermann’s books include Leadership: Multidisciplinary Perspectives; The Political Presidency: Practice of Leadership; Bad Leadership; Followership; Women and Leadership (co-edited with Deborah Rhode); Essential Selections on Power, Authority, and Influence; and The End of Leadership. The last named book made the Financial Times long list for Best Business Book and Choice nominated it as an “Outstanding Academic Title.”
Kellermann’s media appearances have included CBS, NBC, PBS, CNN, NPR, Reuters and the BBC, and she has written for The New York Times, The Washington Post, The Boston Globe, the Los Angeles Times and the Harvard Business Review.
In demand as a speaker all over the world, Kellerman also serves on the Advisory Board of Leadership, on the Publications Committee of the International Leadership Association, and on the Advisory Board of the Brookings Institution Leadership Initiative. Recently ranked 13th by Global Gurus in their list of the world’s top thirty management professionals, she is a winner of the Wilbur M. McFeely award from the National Management Association.
Barbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at Harvard University’s John F. Kennedy School of Government. She was the Founding Executive Director of the Harvard Kennedy School’s Center for Public Leadership, from 2000 to 2003; and from 2003 to 2006 she served as Research Director. Kellerman has also held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, Uppsala, and Dartmouth/Tuck. She also served as Dean of Graduate Studies and Research at Fairleigh Dickinson, and as Director of the Center for the Advanced Study of Leadership at the University of Maryland.
Kellerman received her B.A. from Sarah Lawrence College, and her M.A. (in Russian and East European Studies), M.Phil., and Ph.D. (1975, in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. At Uppsala (1996-97), she held the Fulbright Chair in American Studies. Kellerman was cofounder of the International Leadership Association (ILA), and is author and editor of many books including Leadership: Multidisciplinary Perspectives; The Political Presidency: Practice of Leadership; Bad Leadership; Followership; Women and Leadership (co-edited with Deborah Rhode); Essential Selections on Power, Authority, and Influence; and The End of Leadership. The End of Leadership was long listed by the Financial Times as among the Best Business Books, and selected by Choice as “essential” reading, its highest rating. It was also named by Choice as an “Outstanding Academic Title.” She has appeared often on media outlets such as CBS, NBC, PBS, CNN, NPR, Reuters and BBC, and has contributed articles and reviews to The New York Times, The Washington Post, The Boston Globe, the Los Angeles Times, and the Harvard Business Review.
Kellerman speaks to audiences all over the world, including, in recent years, Berlin, London, Moscow, Rome, Sao Paolo, Shanghai, Zurich, St. Gallen, Jerusalem, Turin, Toronto, Montreal, Mumbai, New Dehli, Amsterdam and Kyoto. She serves, among other places, on the Advisory Board of Leadership, on the Publications Committee of the International Leadership Association, and on the Advisory Board of the Brookings Institution Leadership Initiative. She was ranked by Forbes.com as among “Top 50 Business Thinkers” and by Leadership Excellence in top 15 of “thought leaders in management and leadership” (2008-09 and again in 2010-2011). In 2010 she was given the Wilbur M. McFeeley award by the National Management Association for her pioneering work on leadership and followership. And in 2014 she was ranked by Global Gurus 13th in the “World’s Top 30 Management Professionals.” Her next book, Hard Times: Leadership in America, will be published by Stanford University Press.
“Don't ever make the mistake of thinking that followers who do nothing don't matter. They do matter," explains Barbara Kellerman as she promotes her theory that followers are every bit as important, if not more important than, leaders and that we ignore the influence of the follower at our peril. She remarks, "A lot of the time in the real world leaders are very happy not to hear from their followers, they think ‘as long as they're not bothering me, it's fine.’"
Barbara Kellerman undertakes a critical re-examination of the concept of leadership. She points out that although the leadership industry is stronger than ever and many see leadership as the only way to achieve their goals, leaders are increasingly coming into disrepute while followers become more and more disillusioned. She challenges her audience to drop outmoded concepts of what leadership is and to see what it might be.
Kellerman switches perspective to look at Followership, arguing that Followers have always been just as important as, or even more important than, Leaders. She explains the different types of followers and their relationships to each other; no leader, or indeed follower, can afford to ignore her revolutionary thoughts on how Followership will become increasingly important.
The End of Leadership
Becoming a leader has become a mantra. The explosive growth of the "leadership industry" is based on the belief that leading is a path to power and money, a medium for achievement, and a mechanism for creating change. But there are other, parallel, truths: that leaders of every stripe are in disrepute; that the tireless and often superficial teaching of leadership has brought us no closer to nirvana; and that followers nearly everywhere have become, on the one hand, disappointed and disillusioned and, on the other, entitled and emboldened.
Kellerman critically reexamines our most strongly-held assumptions about the role of leadership in driving success. Revealing which of our beliefs have become dangerously out-of-date, thanks to advances in social media culture, she also calls into question the value of the so-called "leadership industry" itself.
Barbara Kellerman departs from the leader-centric approach that dominates our thinking about leadership and management. She argues that, over time, followers have played increasingly vital roles. For two key reasons, this trend is accelerating. Followers are becoming more important, and leaders less.
Through gripping stories about a range of people and places—from multinational corporations such as Merck, to Nazi Germany, to the American military after 9/11—Kellerman makes key distinctions among five different types of followers: Isolates, Bystanders, Participants, Activists, and Diehards. And she explains how they relate not only to their leaders but also to each other.
Thanks to Followership, we can finally appreciate the ways in which those with relatively fewer sources of power, authority, and influence are consequential. Moreover, they are getting bolder and more strategic. To fixate on leaders at the expense of followers is to do so at our peril. The latter are every bit as important as the former, which makes this presentation required listening for superiors and subordinates alike.
Other Suggested Speaking Topics:
SPEAKING.COM: What do you want people to learn/take away from your presentations?
KELLERMAN: Leadership is not what it’s cracked up to be, not in theory nor in practice.
SPEAKING.COM: What kind of special prep work do you do prior to an event? How do you prepare for your speaking engagements?
KELLERMAN: I take account of my audience. Think of it this way: while you are speaking to a group, you are the leader and they are the followers. So, as in any leadership situation, you prepare for the task at hand by taking note of who are your followers, and what is the context within which you and they are situated.
SPEAKING.COM: What types of audiences would most benefit from your message?
KELLERMAN: Any and all – so long as they are open to new ways of thinking about power, authority, and influence.
SPEAKING.COM: Which of your keynote speaking topics are your favorites and why?
KELLERMAN: I cover large swaths of the leadership landscape – and I like covering it all!
In this interview, Barbara Kellerman discusses:
New York University
Center for Disease Control
Hubert Humphrey Institute for Public Affairs, University of Minnesota
Woodrow Wilson International Center for Scholars
University of Alabama
Congressional Youth Leadership Council
Graduate Center, City University of New York
University Lecture, University of Bonn
Kulturforum (on German unification) Bonn, Germany
Anglo-American Parliamentarians, Wroxton, England
White Burkett Miller Center of Public Affairs, University of Virginia
Center for the Humanities and Social Sciences, Williams College
Fairleigh Dickinson University
University of Akron
University of Wisconsin
International Affairs Conference, Star Island, Maine
Women’s President’s Organization
University of St. Gallen
Leadership Forum, Shanghai
Council of Scientific Society Presidents
Carnegie Center, Moscow
School of Governance Mario Covas, Sao Paulo
University of Richmond
Air Force Academy
Center for Leadership in Education
McCloy Leadership Forum, Berlin
Royal Air Force Leadership Centre, London
Center for Integrative Leadership, University of Minnesota
Public Service Management School, Wales
World Affairs Council
National Council of Bar Presidents, American Bar Association
Institute for Ethical Leadership, Rutgers University
American Society of Association Executives, Montreal
Wexner Israel Fellowship Alumni Institute, Jerusalem
Yale Leadership Institute
Rotman School of Business, University of Toronto
Iowa State University
Nevada Bar Assosiation
Gottlieb Duttweiler Institute, Zurich
United Nations Leaders Programme
Massachusetts Institute of Technology
Baldwin – Wallace College
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LEADERSHIP: Essential Selections on Power, Authority, and Influence
For leaders, by leaders, about what it means to lead. Get the great leadership literature—at your fingertips.
In Leadership, you’ll find the most seminal and salient leadership lessons from among a list of great men and women, including:
W.E.B. Du Bois
Mary Parker Follett
Martin Luther King, Jr.
Noted author, leadership expert, and Harvard Professor Barbara Kellerman illuminates these great insights and puts them into historical context, explaining how and why they are relevant to you in your capacity as leader, visionary, entrepreneur or, simply, student of leadership.
Sometimes practical, sometimes philosophical, always enlightening and enlivening, the selections in this volume are timeless and universal. They are the classics of the leadership literature—informing and expanding the minds of those who want to lead, and those who want, simply, to know leadership.
Followership: How Followers Are Creating Change and Changing Leaders
There is no leader without at least one follower—that’s obvious. But this groundbreaking volume is the first to provide a sweeping view of followers both in their own right—and in relation to their leaders. It deliberately departs from the leader-centric approach that has for too long dominated our thinking about leadership and management.
Barbara Kellerman argues that followers have always mattered more than we generally understand—and that they matter more now than they ever did before. Moreover the trend is accelerating. Followers are becoming more important, and leaders less.
Through gripping stories about a range of people and places–from multinational corporations such as Merck, to Nazi Germany, to the American military after 9/11, Kellerman makes all-important distinctions among five different types of followers: Isolates, Bystanders, Participants, Activists, and Diehards. And she explains the significance not only of how they relate to their leaders, but also of how they relate to each other.
Followership enables us to see how people with relatively fewer sources of power, authority, and influence matter. They matter when they do something—and they matter even when they do little or nothing. In these rapidly changing times, and as Kellerman makes crystal clear, to fixate on leaders at the expense of followers is to do so at our peril. The latter are every bit as important as the former—which makes this book required reading for superiors and subordinates alike.
Women and Leadership: The State of Play and Strategies for Change
Women and Leadership brings together in one comprehensive volume preeminent scholars from a range of disciplines to address the challenges involving women and leadership. These experts explore when and how women exercise power and what stands in their way. This groundbreaking volume offers readers an informed analysis of the state of women and leadership and offers the most informed and current thinking on
Women and Leadership is indispensable for understanding recent progress toward equal opportunity and the challenges that remain.
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