Following-Leading In Risk–Book Competition

Following-Leading In Risk–Book Competition

Download Chapter 1 of “Following-Leading in Risk” free: [Download not found]

If you would rather buy a copy CLICK HERE


The first 3 books in the series by Dr Rob Long were total sell outs, as were their reprints – which is rare for any book these days let alone one about Safety and Risk!


Here is your chance to win a copy of the new book “Following-Leading In Risk” by Dr Rob Long and Craig Ashhurst.

What we would like are stories about followers leading and leaders following. The title of your entry should be reflective of your story but must be an example or demonstration of followers leading and leaders following, with a particular focus on risk in the workplace. This can be about much more than just safety or security and can encompass any following-leading activity where mutuality is demonstrated in managing uncertainty.

Your submission can be no longer than 300 words. Email your submission to  and entries close on 21 November. So you have plenty of time to get in your entry. The best 10 entries will be posted a copy of the new book. Please include your postal address with your entry. We will publish the best entries on this blog but please let us know if that is not OK.


What is Leading-Following?

This is summed up by Professor Michael Gaffney, University of Canberra who wrote the Foreword for the book (extract):

Professor Michael Gaffney, Convener of the Doctor of Education Program at the University of Canberra.

Mike has specialist expertise in educational policy and management and holds a chair in educational leadership.

Leaders are people who make a positive and meaningful difference to the lives, work and learning of others. They do this by exercising influence and persuading people to follow them. True leaders are different from bureaucrats who exercise authority and expect
obedience, and from tyrants or sociopaths who exercise coercion and force others to capitulate. In other words leaders develop and sustain relationships with their followers. Leadership is a relational and reciprocal process. Without leaders there can be no followers, and without followers there can be no leaders. This connection between followers and leaders is a central premise of Following-Leading in Risk by Rob Long and Craig Ashhurst. Throughout the book, they highlight the dynamics of follower-leader
relationships in handling organisational risk and hazard management.

The book is timely in light of the broader social, economic, political, cultural and environmental trends that are affecting how governments, business, industry and community organisations understand, appreciate, anticipate and respond to risk. The authors explain that ‘all risk involves a degree of uncertainty and subjective attribution’ (p25).

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