Part of the task of the leader is to make others participate in his leadership. The best leader knows how to make his followers actually feel power themselves, not merely acknowledge his power.

the point of educating instead of blaming seems to me very important. For nothing stultifies one more than being blamed. Moreover, if the question is, who is to blame?, perhaps each will want to place the blame on someone else, or on the other hand, someone may try to shield his fellow-worker. In either case the attempt is to hide the error and if this is done the error cannot be corrected.

It is possible to conceive conflict as not necessarily a wasteful outbreak of incompatibilities, but a normal process by which socially valuable differences register themselves for the enrichment of all concerned.

while the executive should give every possible value to the information of the specialist, no executive should abdicate thinking on any subject because of the expert. The expert's information or opinion should not be allowed automatically to become a decision. On the other hand, full recognition should be given to the part the expert plays in decision making.

The state accumulates moral power only through the spiritual activity of their citizens.

It is not opposition but indifference which separates men.

Leader and followers are both following the invisible leader - the common purpose. The best executives put this common purpose clearly before their group. While leadership depends on depth of conviction and the power coming therefrom there must also be the ability to share that conviction with others, the ability to make purpose articulate. And then that common purpose becomes the leader.