An order then should always be given not as a personal matter, not because the man giving it wants the thing done, but because it is the demand of the situation. And an order of this kind carries weight because it is the demand of the situation.

The best leader does not ask people to serve him, but the common end. The best leader has not followers, but men and women working with him.

Power-over is resorted to time without number because people will not wait for the slower process of education.

In crowds we have unison, in groups harmony. We want the single voice but not the single note; that is the secret of the group.

There is too great a tendency (perhaps encouraged by popular journalism) to deal with the dramatic moments, forgetting that these are not always the most significant moments. ... To find the significant rather than the dramatic features of industrial controversy, of a disagreement in regard to policy on board of directors or between managers, is essential to integrative business policies.

a little of the ready reliance on the expert comes from the desire to waive responsibillity, comes from the endless evasion of life instead of an honest facing of it. The expert is to many what the priest is, someone who knows absolutely and can tell us what to do. The king, the priest, the expert, have one after the other had our allegiance, but so far as we put any of them in the place of ourselves, we have not a sound society and neither individual nor general progress.

And the most successful leader of all is one who sees another picture not yet actualized. He sees the things which belong in his present picture but which are not yet there.