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Essay / Research Paper Abstract
This 10-page paper explains Pfeffer and Sutton's paradox of leadership in that sometimes doing nothing is the best way to lead. Bibliography lists 10 sources.
Page Count:
10 pages (~225 words per page)
File: AS43_MTparalead.rtf
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Unformatted sample text from the term paper:
exactly the opposite of what the majority of the business community scholarship suggests. One of the issues that Pfeffer and Sutton seem to delight in discussing is that of leadership.
In their book Hard Facts, Dangerous Half-Truths and Total Nonsense, the authors take a positive delight in listing the four paradoxes that leaders face, which include the fact that leaders
actually matter. But paradox number three, which focuses on exactly how much control leaders have in their organizations, is the one well be focusing on: "Because the desirability of
exercising total control is itself a half-truth, effective leaders must learn when and how to get out of the way, and let others make contributions. So sometimes the best leadership
is no leadership at all" (Pfeffer and Sutton, 2006, p. 200). But how can this be? Isnt the leaders responsibility
to ensure control of his or her organization? If a leader sits back and doesnt execute leadership, wont this lead to organizational anarchy?
Well yes - if a leader is 100% absent and makes absolutely no decisions and leaves everyone to fend for themselves, then this is not in the best interests
of an organization. But the leader who believes that total control is the only way to get anything done is taking the idea of leadership to extremes.
For example, U.S. President Jimmy Carter, who was in office between 1977 and 1981, was considered to be a smart and charismatic leader, just
the right person to take over the White House in the terrible aftermath of Watergate and President Richard Nixon. But one of Carters fatal flaws was his tendency to micromanage,
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