Abstract
This chapter expands the theme of tempered radicalism and places it in the context of the workplace by offering suggestions for how upper-level managers can hold themselves accountable and be held accountable.
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Ropers-Huilman and Shackelford (Gendered Futures in Higher Education, Chapter 7) provide significant data on how professed feminists in higher education have to balance their work lives with their work toward change. This discourse clearly relates to that of tempered radicalism.
References
Johnston, Nancy L. 2011. Disentangle. When you’ve lost your self in someone else. Las Vegas, NV: Central Recovery Press. Print.
Meyerson, Debra E., and Maureen A. Scully. 1995. Tempered radicalism and the politics of ambivalence and change. Organization Science 6(5): 585–600. Print.
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Mayock, E. (2016). “Tempered Radicalism” and Holding the Powerful Accountable. In: Gender Shrapnel in the Academic Workplace. Palgrave Macmillan, New York. https://doi.org/10.1057/978-1-137-50830-0_12
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DOI: https://doi.org/10.1057/978-1-137-50830-0_12
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Publisher Name: Palgrave Macmillan, New York
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Online ISBN: 978-1-137-50830-0
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