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Companies used to be able to function with autocratic bosses. We don't live in that world anymore.

Rosabeth Moss Kanter

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Rosabeth Moss Kanter
Age: 81
Born: 1943
Born: March 15
Economist
Professor
Sociologist
Teacher
University Teacher
Writer
Cleveland
Ohio
Function
Company
Used
Able
Autocratic
Live
Bosses
World
Boss
Companies
Anymore

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Those enjoying winning streaks thus win twofold. They win not only the game but also the right to greater self-determination. They become masters of their own fate. That feeling of efficacy, of being in charge of circumstances, is the essence of confidence. Winning once or twice is encouraging, but winning continuously is empowering.
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A basic truth of management - if not of life - is that nearly everything looks like a failure in the middle.
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The degree to which the opportunity to use power effectively is granted to or withheld from individuals is one operative difference between those companies which stagnate and those which innovate.
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Change is like putting lipstick on a bulldog. The bulldog's appearance hasn't improved, but now it's really angry.
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... people are capable of more than their organizational positions ever give them the tools or the time or the opportunity to demonstrate.
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The Martha Stewart trial makes clear how far women have risen in the business world. America can be proud of our equal-opportunity prosecution and conviction.
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The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.
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Leaders must pick causes they won't abandon easily, remain committed despite setbacks, and communicate their big ideas over and over again in every encounter.
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In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.
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The goal of winning is not losing two times in a row.
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A great idea is not enough.
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Powerlessness corrupts: absolute powerlessness corrupts absolutely.
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It is easier to talk about money -- and much easier to talk about sex -- than it is to talk about power. People who have it deny it people who want it do not want to appear to hunger for it and people who engage in its machinations do so secretly.
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Confidence makes you willing to try harder and attracts the kind of support from others that makes winning possible.
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The most radical thing we can do is connect people to one another. That starts conversations toward a vision for change.
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To stay ahead, you must have your next idea waiting in the wings.
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Confidence is the bridge connecting expectations and performance, investment and results.
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Leadership is one of the most enduring, universal human responsibilities.
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