Martha Lagace interviews Joseph L. Badaracco, author of Defining Moments: When Managers Must Choose Between Right and Right and Harvard Business Professor, about who quiet leaders are and why their work is crucial to society’s typical picture of a leader. Badaracco proposes a framework for quiet leadership which consists of three virtues: modesty, restraint, and tenacity. Lagace offered this question to Badaracco: “…Do the three virtues of quiet leadership that you describe – restraint, modesty and tenacity – pose a particular challenge to people in business?” These qualities are inherently humble and lack an echo to them, hence by nature go unnoticed. This is likely because we perceive societal impact to be a direct result from force or major influence. This is, historically, not an unreasonable assumption for us to hold. Badaracco contradicts common belief that quiet leadership is the opposite of dominant leadership. He claims it is merely the behind-the- scenes aspect that keeps the machine running. These three virtues keep their counterparts “in-check.” Modesty keeps confidence from becoming too cocky, restraint keeps controlling behavior at bay, and tenacity supports hesitancy in the process.
The partnership of these virtues reminds me of the iceberg visual and analogy used to explain a yin-and- yang-like concept in many fields of study. Quiet leadership is the hidden portion of the iceberg and dominant leadership is the visible top. The iceberg would not float without either leadership style. Successful world diplomats, activists, and superheroes come to mind when I think of leaders who have left a positive impact. Yet what often slips our minds are the roles of the supporting actors. The work they did behind the scenes and those who lifted them up along the way. For example, the campaign team for a President, the MJ to Spiderman, and the Stanley Levison to MLK are all quiet leaders who were critical to the success of the larger goal. I challenge you to think about any quiet leaders in your life and when and how you have been one recently.
References: Lagace, M. (2002, February 11). The Quiet Leader and How to Be One. Harvard Business School. https://www.library.hbs.edu/working-knowledge/the-quiet-leaderand-how-to-be- one
