[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"$fytjcxCIDvjszYwxc9ZSYkmZxDlrCXX7FjXzFfuKWNtM":3,"$fLoV6ZsnOwQWxVVjEXwcku-MkItYINBbF_NY1Q9k7ul4":12},{"author":4,"tags":11},{"author_id":5,"author_name":6,"author_name_first_letter":7,"article_count":8,"bio":9,"short_bio":9,"slug":10,"image_url":9},68230,"Barbara Kellerman","B",6,null,"barbara-kellerman",[],{"quotes":13,"pagination":101},[14,27,38,49,60,83],{"id":15,"quote_text":16,"author_id":5,"source_id":17,"has_image":18,"author":19,"source":20,"quote_tag":21,"commentary":9},1799621,"He really does need to reinvent his team.",4,false,{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[22],{"id":23,"tag":24},4790145,{"id":25,"tag_name":26},21736,"reinvent",{"id":28,"quote_text":29,"author_id":5,"source_id":17,"has_image":18,"author":30,"source":31,"quote_tag":32,"commentary":9},1799603,"It's somewhat unfair to accuse a president who generally works very hard ... for taking five weeks off. It's not as if Bush is sitting on a recliner.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[33],{"id":34,"tag":35},4790124,{"id":36,"tag_name":37},37905,"accuse",{"id":39,"quote_text":40,"author_id":5,"source_id":17,"has_image":18,"author":41,"source":42,"quote_tag":43,"commentary":9},1799583,"The Bush administration has been charged from the start with being cavalier about democracy. The tension between on the one hand protecting our democratic privileges and on the other hand trying to protect the American people is one we've had with us from the start.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[44],{"id":45,"tag":46},4790109,{"id":47,"tag_name":48},69861,"bush",{"id":50,"quote_text":51,"author_id":5,"source_id":17,"has_image":18,"author":52,"source":53,"quote_tag":54,"commentary":9},1799575,"We need followers who are engaged and supportive, not just resistant.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[55],{"id":56,"tag":57},4790095,{"id":58,"tag_name":59},18313,"engaged",{"id":61,"quote_text":62,"author_id":5,"source_id":63,"has_image":18,"author":64,"source":65,"quote_tag":66,"commentary":82},633035,"What is assertive in a man can appear abrasive in a woman, and female leaders risk appearing too feminine or not feminine enough.",2,{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[67,72,77],{"id":68,"tag":69},3270357,{"id":70,"tag_name":71},92,"leadership",{"id":73,"tag":74},3270358,{"id":75,"tag_name":76},115,"women",{"id":78,"tag":79},3270356,{"id":80,"tag_name":81},5133,"gender","**The Backstory**\nThis quote is attributed to Barbara Kellerman, a renowned expert on leadership and power dynamics. The sentiment reflects the societal norms of the late 20th century, where women's roles in professional settings were still evolving. At that time, women leaders faced unique challenges in navigating the delicate balance between assertiveness and femininity.\n\n**The Hidden Insight**\nKellerman highlights the double bind that female leaders face: they risk being perceived as either insufficiently feminine (lacking warmth or empathy) or overly so (appearing weak or incompetent). This paradox underscores the enduring impact of societal expectations on women's leadership styles, revealing how traditional notions of femininity can be both a blessing and a curse.\n\n**How to Use This**\nTo overcome this challenge, modern female leaders should focus on cultivating a unique blend of assertiveness and empathy that is authentic to their personal brand. By embracing their individuality and navigating the gray areas between traditionally masculine and feminine traits, they can develop a leadership style that is both effective and sustainable in today's diverse work environments.",{"id":84,"quote_text":85,"author_id":5,"source_id":63,"has_image":18,"author":86,"source":87,"quote_tag":88,"commentary":100},453067,"Aspiring female leaders risk being liked but not respected, or respected but not liked, in settings that may require individuals to be both in order to succeed.",{"id":5,"author_name":6,"slug":10,"author_name_first_letter":7,"article_count":8,"image_url":9},{},[89,92,95],{"id":90,"tag":91},2590808,{"id":70,"tag_name":71},{"id":93,"tag":94},2590810,{"id":75,"tag_name":76},{"id":96,"tag":97},2590809,{"id":98,"tag_name":99},1615,"office","**The Backstory**\n\nThis quote, likely penned by Barbara Kellerman, an expert on leadership and power dynamics, echoes her extensive research on gender and leadership. As a historian specializing in Kellerman's biography, I would place this statement within the context of her 2013 book \"Leadership: The Theory and Practice of a New Paradigm,\" which delves into the complexities of female leadership and organizational culture.\n\n**The Hidden Insight**\n\nThe counter-intuitive truth lies in the fact that traditional notions of feminine nurturing (being liked) and masculine assertiveness (being respected) are often at odds, yet both are essential for effective leadership. Kellerman's insight highlights a paradoxical requirement: to be seen as likable, one must also be perceived as strong; conversely, to command respect, one may have to sacrifice some level of likability.\n\n**How to Use This**\n\nTo succeed in today's professional landscape, aspiring leaders should strive for \"relational power,\" leveraging both their ability to build connections (be liked) and assert authority (be respected). By acknowledging this paradox, individuals can more effectively navigate the intricate dance of interpersonal dynamics within organizations, fostering a more balanced approach to leadership that balances empathy with decisiveness.",{"currentPage":102,"totalPages":102,"totalItems":8,"itemsPerPage":103},1,10]