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.

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

One of the greatest values of controversy is its revealing nature. The real issues at stake come into the open and have the possibility of being reconciled.

It is always the sign of the second-rate man when the decision merely meets the present situation. It is the left-over in a decision which gives it its greatest value. It is the carry-over in the decision which helps develop the situation in the way we wish it to be developed. 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.

Leadership is not defined by the exercise of power but by the capacity to increase the sense of power among those led. The most essential work of the leader is to create more leaders.

many rules could be made for the giving of orders. Don't preach when you give orders. Don't discuss matters already settled unless you have fresh data. Make your direction so specific that there will be no question whether they have been obeyed or not. Find out how to give directions and yet to allow people opportunity for independent thinking, for initiative. And so on and so on. Order-giving requires just as much study and just as much training as any other skill we wish to acquire.

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