People seek relief when confronted with obnoxious or ego-driven leaders. They long for a manager who’s quiet, thoughtful, reserved and capable of creating a peaceful culture.
This scenario seems wonderful, on the surface: a break from ongoing torture. But behind their deceptive façade, quiet leaders often present a world of uncertainties and unanticipated challenges. Accompanying the more obvious benefits are surprising detriments that can be as debilitating to the organization as those inflicted by their overbearing counterparts.
Too much of a good thing has served as a generic warning for generations, and it can hold especially true for the quiet leader. Quietness in leadership is better in some ways and worse in others.
Dubbed “knowledgeable observers” by psychotherapist and business consultant Beatrice Chestnut, PhD, in The 9 Types of Leadership: Mastering the Art of People in the 21st Century Workplace (Post Hill Press, 2017), quiet leaders prefer solitude over engagement, intellect over emotion and hard data over subjective input.
While they may appear to be fish out of water in some respects, quiet leaders in positions of authority can be coached and encouraged to expand their comfort zones, grow their trust and engage others.
This article explores quiet leaders, the chaotic consequences of quiet leadership and offers suggestions for quiet leaders and those who work for them.
This is a brief synopsis of a 1,750-word and a 1,000-word article and 5-Article Nuggets*, suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.
The complete article includes these important concepts:
- Are you a hands-off leader?
- The ups and downs of quiet leaders
- Dysfunctional behavior
- Advice for quiet leaders
- Working for a quiet leader
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