Institutions which have too much security ... tend to become bureaucratic. They add layers of people and layers of rules in order to assure the security of not making mistakes.

The message to organizations is this: You have to increase the number of categories of contributing, or the types of career paths, which people can experience as successful. You cannot restrict esteem to the fewer and fewer who will be climbing up the management ladder. You need to have the majority of your people feeling like winners.

The need for challenge, the need to burst through the constrictions of tasks and situations already seen and mastered, can affect anyone, even those enjoying the greatest gains from success.

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.

motivation is highest when the probability of success is 50 percent: We don't get involved if the task is too easy or too hard.

In the end, leadership is not intellectual or cognitive. Leadership is emotional.

Trust is perhaps the most critical single building block underlying effectiveness. Without trust leaders do not have followers. Without trust, leaders are impotent despite great rhetoric or splendid ideas. Trust rests on the belief among followers that the leader is transparent: What you see is what there is. Trust means followers believe there is no duplicity; no manipulation just to satisfy the leader's ego. Very simply: The effective leader is transparent; that's why that person is trusted.