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.

The most successful leader of all is the one who sees another picture not yet actualized. He sees the things which are not yet there... Above all, he should make his co-workers see that it is not his purpose which is to be achieved, but a common purpose, born of the desires and the activities of the group.

Many people tell me what I ought to do and just how I ought to do it, but Few have made me want to do something.

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

... good intentions are not sufficient to solve our problems.

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.

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.