We don't need another hero.
Everybody loves the stories of heroes like Martin Luther King, Jr., Mother Teresa, and Gandhi. But the heroic model of moral leadership usually doesn't work in the corporate world. Modesty and restraint are largely responsible for the achievements of the most effective moral leaders in business. The author, a specialist in business ethics, says the quiet leaders he has studied follow four basic rules in meeting ethical challenges and making decisions. The rules constitute an important resource for executives who want to encourage the development of such leaders among their middle managers. The first rule is "Put things off till tomorrow." The passage of time allows turbulent waters to calm and lets leaders' moral instincts emerge. "Pick your battles" means that quiet leaders don't waste political capital on fights they can't win; they save it for occasions when they really want to fight. "Bend the rules, don't break them" sounds easier than it is--bending the rules in order to resolve a complicated situation requires imagination, discipline, restraint, flexibility, and entrepreneurship. The fourth rule, "Find a compromise," reflects the author's finding that quiet leaders try not to see situations as polarized tests of ethical principles. These individuals work hard to craft compromises that are "good enough"--responsible and workable enough--to satisfy themselves, their companies, and their customers. The vast majority of difficult problems are solved through the consistent striving of people working far from the limelight. Their quiet approach to leadership doesn't inspire, thrill, or provide story lines for uplifting TV shows. But the unglamorous efforts of quiet leaders make a tremendous difference every day in the corporate world.
Badaracco
J L
JL
Harvard Business School, Boston, USA.
D000288:Administrative Personnel / Q000592:standards*; D003132:Commerce / Q000458:organization & administration* / Q000592:standards; D003659:Decision Making, Organizational; D004995:Ethics, Professional; D006801:Humans; D007221:Industry; D007400:Interprofessional Relations; D007857:Leadership; D017146:Models, Organizational; D009014:Morals; D019982:Organizational Case Studies; D015279:Organizational Culture; D010559:Personnel Management / Q000592:standards; D011340:Problem Solving; D012941:Social Responsibility; D014481:United States; D017132:Workplace