Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.

A leader has to be one of two things: he either has to be a brilliant visionary himself, a truly creative strategist, in which case he can do what he likes and get away with it; or else he has to be a true empowerer who can bring out the best in others.

The prime occupational hazard of a manager is superficiality.

An enterprise is a community of human beings, not a collection of "human resources".

If you ask managers what they do, they will most likely tell you that they plan, organise, co-ordinate and control. Then watch what they do. Don't be surprised if you can't relate what you see to those four words.

It is time to recognize conventional MBA programs for what they are - or else to close them down. They are specialized training in the functions of business, not general educating in the practice of management.

If the private sectors are about markets and the public sectors are about governments, then the plural sector is about communities.