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dc.contributor.authorGunderson Gallagher, Nancy Jean
dc.date.accessioned2013-01-25T16:52:46Z
dc.date.available2013-01-25T16:52:46Z
dc.date.issued2012-12
dc.identifier.urihttp://digital.library.wisc.edu/1793/64493
dc.description.abstractLeadership is widely researched and discussed across many disciplines. Most research indicates that good leaders are often thought to exhibit traits such as extraversion, or have certain abilities, like excellent communication skills, that make them effective. In viewing leaders from this and other similar perspectives, another group of people are often overlooked: Quiet and shy people may not be viewed as leaders, especially since they often do not vocalize to the extent that extraverts do. This may be true of some women leaders, particularly if their activities are limited or distinct due to the cultural expectations shaping them. The autoethnography I offer here shares the cultural experiences of a fledgling leader, through a shy and quiet woman's lens.en
dc.subjectautoethnographyen
dc.subjectwomenen
dc.subjectshyen
dc.subjectFine and Applied Arts
dc.subjectintroverten
dc.subjectleadershipen
dc.subjectquieten
dc.subjectgenderen
dc.subjectCommunicating Arts
dc.titleQuiet Leader: A Woman's Autoethnographic Leadership Studyen
dc.typeThesisen


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