Table manners of leadership

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Catherine Darrah Holderness (Creator)
The University of North Carolina at Greensboro (UNCG )
Web Site:
Dale L. Brubaker

Abstract: This research consisted of a qualitative study of leaders' small behaviors, which may be called Table Manners. Using the ethnomethodological approach of intensive observation, two leaders were studied to observe those small behaviors which enhanced and affirmed their positions of power. While at first the observer intended only to shadow, participative observation was necessitated in instances. Portraiture was utilized for data display in an effort to communicate expressively and understandably the actions observed. Both leaders were friendly, outgoing, at ease in their positions at the top of successful organizations. Both treated employees at all levels of the organization with respect and attentiveness. Both were well loved by members of their respective organizations. However, differences emerged with respect to attitudes toward rank and status, desire to control what transpired at meetings, and willingness to disclose feelings.

Additional Information

Language: English
Date: 1988
Leadership $x Psychological aspects
Control (Psychology)

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