The regurgitator is very similar to the procrastinator with the exception of one characteristic -- the regurgitator is NOT afraid to make a decision. Making the call is never the issue with this extreme leadership style, sticking with it, however, is.
The regurgitator loves to dredge up old decisions and rehash them endlessly. Their leadership is characterized by numerous flip-flops in their decisions -- often reflecting the latest piece of data they acquired, or the last person in a position of authority they spoke with.
Unlike the procrastinator, who seems to have a deeply rooted fear of deciding at all, the regurgitator seems to lack self-confidence to stick by their calls. When any bit of data or opinion seems to contridict a decision already long put to rest, the regurgitator, rather than brush off the contridictory data, wants to revise the basic premise, thus putting at risk every subsequent decision. The regurgitator seems to lack confidence in their convictions or perhaps fear they consistently make the incorrect call and are trying to limit the damage.
The behavior has a similar impact as the procrastinator's -- there is no solid base of principles and decisions upon which to build. The organization seems to be forever locked in a battle to develop basic management and organizational principles, never being able to progress beyond the fundamentals.
The impact on people is also similar -- they will try avoidance where possible, attempting to keep decisions out of the regurgitator's hands by either taking on greater risks themselves, or going around the regurgitator whenever possible.
As in the procrastinator's organization, a regurgitator's mismanagement will typically take a long time to become evident. During the lengthy wait, forward progress will seem to slowly come to a halt, and the organization will stagnate. As is true under most of the extreme leadership styles, talented people will tend to leave, eventually creating talent drain which is hard to overcome.
