While leadership depends on depth of conviction and the power coming therefrom, there must also be the ability to share that conviction with others.

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.

Imitation is for shirkers, like-minded-ness for the comfort lovers, unifying for the creators.

Another idea that is changing is that the leader must be one who can make quick decisions. The leader to-day is often one who thinks out his decisions very slowly.

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.

Majority rule rests on numbers; democracy rests on the well-grounded assumption that society is neither a collection of units nor an organism but a network of human relations.

... orders come from the work, not work from the orders.