Everyday Leaders For over a decade, Professor Debra Meyerson has studied the experiences of people who are different in organizations that leave little room for differences. Much of this work has focused on women in predominantly male organizations and men and women who want to advance change to make the workplace more inclusive and humane, yet do so in a way that maintains their own credibility. She coined the term "tempered radicals" for those who channel their efforts effectively to bring about organizational change from within their workplaces. With her forthcoming book, Meyerson explores how these individuals act as everyday leaders to inspire change at work. While many who find themselves different from their professional colleagues choose to assimilate, others opt to leave, and others antagonize and flame out. According to Meyerson, there are a wide range of possible responses to the pressure to fit in that still enable the individual to express his or her own identity and change agenda. At one end of the spectrum are those who assert subtle, yet potentially significant, influence through everyday acts of authenticity and conviction. They are agents of change by circumstance and self-preservation, rather than by intent. At the other end of the spectrum are those who deliberately and overtly seek change; they actively assert their own agenda but temper them sufficiently to remain legitimate in their companies. Meyerson's research explores the many ways people feel pressure to conform, yet manage to stand up for who and make a difference in their workplaces. Copyright 2001, PBWC Inc. Privacy / Terms of Use