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Powerlessness corrupts: absolute powerlessness corrupts absolutely.

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
Corrupts
Powerlessness
Absolutes
Absolute
Absolutely

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Companies used to be able to function with autocratic bosses. We don't live in that world anymore.
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I wonder whether there has been too much emphasis on teaching women to conform, to fit into the system. Certainly that suits conservative organizations in conservative times. But now ... innovation and creativity are necessary.
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Friendly people are caring people, eager to provide encouragement and support when needed most.
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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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Corporate men and women, once divided by striking differences in opportunity for career growth, have come to share career chaos.
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To stay ahead, you must have your next idea waiting in the wings.
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The goal of winning is not losing two times in a row.
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Too many people let others stand in their way and don't go back for one more try.
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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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Creativity does not derive from order but from the attempt to impose order where it does not exist, to make new connections.
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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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Innovative organizations provide the freedom to act which arouses the desire to act.
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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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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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Leaders is the new organisation do not lack motivational tools, but the tools are different from those of traditional corporate bureaucrats. The new rewards are based not on status but on contribution, and they consist not of regular promotion and automatic pay rises, but of excitement about the mission and a share of the glory of success.
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The behavior of people and the culture of an organization are very different in winning streaks and losing streaks. But what both have in common is their momentum - once winners' or losers' habits and culture take hold, they tend to perpetuate themselves.
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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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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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Passion for a goal doesn't guarantee success, but without it, you can't even begin.
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It is crucial to recognize, reward, and celebrate accomplishments.
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