1.What is the connection between Chapter 3 "Leader-Member Exchange and Relationship-Building" and Chapter 4 "Followership: Managing Up and Sideways"? In other words, what is the logic in having Chapter 4 "Followership: Managing Up and Sideways" follow from Chapter 3 "Leader-Member Exchange and Relationship-Building"? This question needs to answered based on book Leadership for Organizations by David A. Waldman and Charles O'Reilly.

2.Although engagement on the part of a follower can be a good thing, how is that engagement might go too far?

3.Why is it that followers sometimes become "alienated"? Is it because of the work environment, the follower themself, or both?

4.Why is it important to not immediately get the boss involved when attempting to manage sideways? In other words, why should the boss's involvement be viewed as more of a last resort?