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Management article
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Reference no. U0204D
Published by: Harvard Business Publishing
Published in: "Harvard Management Update", 2002

Abstract

Everyday leadership rarely makes headlines. Practical measures taken by responsible people who happen to get caught in dicey situations--such as Enron''s Sherron Watkins--are often done far from the limelight. But this type of quiet leadership is often the most effective approach when trying to work through tough situations. Read what Joseph L. Badaracco, Jr., the John Shad Professor of Business Ethics at Harvard Business School, has to say about the "hero trap" and the small, quiet efforts that can really make things change. Badaracco is the author of Leading Quietly: An Unorthodox Guide to Doing the Right Thing (Harvard Business School Press, 2002).

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Abstract

Everyday leadership rarely makes headlines. Practical measures taken by responsible people who happen to get caught in dicey situations--such as Enron''s Sherron Watkins--are often done far from the limelight. But this type of quiet leadership is often the most effective approach when trying to work through tough situations. Read what Joseph L. Badaracco, Jr., the John Shad Professor of Business Ethics at Harvard Business School, has to say about the "hero trap" and the small, quiet efforts that can really make things change. Badaracco is the author of Leading Quietly: An Unorthodox Guide to Doing the Right Thing (Harvard Business School Press, 2002).

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