the leader releases energy, unites energies, and all with the object not only of carrying out a purpose, but of creating further and larger purposes. And I do not mean here by larger purposes mergers or more branches; I speak of larger in the qualitative rather than the quantitative sense. I mean purposes which will include more of those fundamental values for which most of us agree we are really living.

we should think not only of what the leader does to the group, but also of what the group does to the leader.

The ablest administrators do not merely draw logical conclusions from the array of facts of the past which their expert assistants bring to them, they have a vision of the future.

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.

if you wish to train yourself for higher executive positions, the first thing for you to decide is what you are training for. Ability to dominate or manipulate others? That ought to be easy enough, since most of the magazines advertise sure ways of developing something they call 'personality.' But I am convinced that the first essential of business success is the capacity for organized thinking.

administrative purpose usually outruns the facts. Indeed the administrative official's ardor for facts usually begins when he wants to change the facts!

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.