Leaders evoke emotional connections in followers only to the extent that the followers are emotionally needy.

... we know that productivity suffers when uncertainty is high. But we've failed to realize the equally destructive effects of too little anxiety. ... By protecting people from risk, we destroy their self-esteem. We rob them of the opportunity to become strong, competent people.

... there's a large core of powerlessness which is balanced against the unwritten contract that says that if you behave, you'll be okay. No wonder people pay so much attention to knowing the rules, to knowing the right people, to not making waves, to never making errors -- to not risking, trying, innovating.

Leaders evoke emotional connections in followers only to the extent that the followers are emotionally needy.

I am impressed and distressed at how passive hierarchical organizations make people. There's often a lot of overt activity, but it's not going anywhere, it's game-playing. It's play-acting at work.

The balanced life is a goal, but for us it is mostly a myth.

Women's self didn't die; it had never been born. And when women insisted on their right to have a self, they weren't understood even by their husbands who cried, Haven't I given you enough? And by their parents who joined the crowd who deemed them selfish and responsible for all the problems in their marriage. I remember it all too well.