Leading Quietly: An Unorthodox Guide to Doing the Right Thing Hardcover – 1 Jan 2002
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About the Author
Joseph L. Badaracco Jr. is a Professor at Harvard Business School, the Chair of the M.B.A. Elective Curriculum, and the author of Defining Moments: When Managers Must Choose between Right and Right (ISBN 0875848036, HBS Press, 1997).
Top Customer Reviews
Actually, when I bought the book, I hadn't fully grasped I was buying a business ethics book. I though I had a leadership book in my hands, which explains my average rating. While its' true that personal restraint, modesty and tenacity are virtues for leaders, if you want a book on leading quietly, I prefer Jim Collins' "Good to Great" by far. His level 5 leadership is also a form of leading quietly, but it's much more a book for people willing to lead in the business meaning of that word.
Patrick E.C. Merlevede - author of "7 Steps to Emotional Intelligence"
Using case studies and clear prose, the author describes the techniques of quiet leadership, advising us to focus on small things that need to be handled every day. Quiet leaders accept that they will be surprised and will need to make decisions without knowing all of the facts. They are able to trust others, but verify information when possible. Quiet leaders are realists, accepting mixed motives in themselves and others. This allows them to find win-win solutions between individuals and organizations with different needs and goals.
Quiet leaders don't rush--or allow themselves to be rushed--into hasty decisions. They try to buy time to dig into the political and technical details and find a better solution. They build up political capital with others over time and "withdraw" this capital to help solve problems--or get extra time to solve them. Quiet leaders carefully consider drawing on this resource before taking on a problem. They may walk away from a problem they do not have the resources to address. They may bend the rules a bit to solve a problem, being careful to adhere to the principles they are based upon. A compromise is preferable to a conflict. If conflict seems necessary, quiet leaders move toward it carefully, escalating gradually, continually testing and trying for a low-key resolution.Read more ›
Most Recent Customer Reviews
There are a lot of truths in this book and a lot of useful lessons. It encourages leaders to think systemically, although it doesn't engage with systemic thinking in any big way... Read morePublished on 26 May 2014 by R. Boston
The best thing about this book is that it is anecdotal which means that it is an easy read. The author tells the stories well. Read morePublished on 11 July 2009 by John Hardy
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