 |
…management is not leadership. Leadership is about setting a direction. It’s about creating a vision, empowering and inspiring people to want to achieve the vision, and enabling them to do so…
|
60 |
 |
Management ensures the stability and efficiency necessary to run today’s enterprise reliably. Leadership creates needed change to take advantage of new opportunities, to avoid serious threats, and to create and execute new strategies.
|
63 |
 |
…management and leadership are very different… both are essential to helping [organizations] win.
|
63 |
 |
…a management-driven hierarchy systematically creates competitive complacency, and, when the pressures are great, false urgency.
|
116 |
 |
A management-driven hierarchy tends to relegate action into its silos.
|
124 |
 |
Management-driven hierarchies are designed to offer either economic rewards or threats.
|
125 |
 |
…old-fashioned ideas of management are giving way to a newfangled emphasis on self-direction.
|
85 |
 |
While some companies have oiled the gears a bit… core management hasn’t changed much in a hundred years. Its central ethic remains control; its chief tools remain extrinsic motivators.
|
88 |
 |
The idea that management is built on certain assumptions about the basic natures of those being managed… presumes that to take action or more forward, we need a prod…
|
88 |
 |
Most twenty-first-century notions of management presume that, in the end, people are pawns rather than players.
|
91 |
