Tempered Radicals: How Everyday Leaders Inspire Change at Work

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9781591393252: Tempered Radicals: How Everyday Leaders Inspire Change at Work
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"Very well researched, very readable. Anyone who feels they don't fit in or who manages those who don't fit in will want to take a look." - "Inc. Magazine". In this engaging book, Debra E. Meyerson reveals how adaptive, family-friendly, and socially responsible work places are built not by revolutionaries but by those she calls "tempered radicals," a group of people that balance company conformity with individual rebellion. While their differences often put them at odds with the "mainstream" organizational culture, Meyerson argues that these "everyday leaders" act as crucial sources of new ideas, alternative perspectives, and organizational learning and change. Drawing from fifteen years of research and the compelling stories of tempered radicals in a variety of organizations, Meyerson illustrates a spectrum of innovative ways that individuals use to "rock the boat" from inside the corporate ship - and steers a course for powerful, positive change.

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About the Author:

Debra E. Meyerson is an Associate Professor of Management at the Center for Gender and Organizations at Simmons Graduate School of Management, and a Visiting Associate Professor for the Center for Work, Technology, and Organizations, School of Engineering at Stanford University.

Review:

"- "Meyerson's radicals are part of their organization yet apart from it, tolerated more than embraced, committed to the company's success yet at odds with its rules. Walking that line, says Meyerson, is not flashy. But it's where you'll find the real stuff of change." - Fast Company, 9/1/01. - "This is a more realistic and inspiring way to think about leadership - and life - than are images of leadership found in the popular business press." - Future Survey, 1/1/02. - "To resist policies or behaviors they find offensive or disrespectful, her subjects choose savvy tactics, from negotiation and humor to confrontation and collective action." - Wall Street Journal, 12/19/01. - "Through exemplary behavior and appropriate responses, 'tempered radicals' effect change in the most difficult work environments." - Washington Business Journal, 5/31/02. "A Modest Manifesto for Shattering the Glass Ceiling," with Joyce K. Fletcher. (Jan/Feb 2000)

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